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ALLAMPURI BHARGAVA

“A STUDY ON IMPLEMENTATION OF CRM IN RETAIL FUEL STATIONS”
ALLAMPURI BHARGAVA

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the government made a U-turn. Creating profits. SUMMARIZING CRM ACTIVITIES The CRM cycle is Learning from customers and prospects. Creating loyalty. and on National Highway-9. THE NEED FOR CRM AT FUEL STATIONS IN INDIA This project is exclusively done on the leading petrol bunks in the city of Hyderabad. there is not much of customer relationship is being maintained with the bunks & the end user as such. this includes bringing awareness about loyalty cards and extensive use of loyalty cards. FUEL RETAILING IN INDIA 1976. It is a blend of internal business processes: sales. Nizamabad. Customer Relationship Management (CRM) can be widely defined as company activities related to developing and retaining customers. loyalty benefits. (having in depth knowledge of customer). Analyzing all the facts and adding new possible ideas to make customer loyal to the brand this report is prepared. Customer Relationship Management is all about building long-term business relationships with customers. India barred the private sector from participating in fuel retail and nationalised the local businesses of international oil companies. allowing multinationals and other private players to re-enter the market. however. and problems faced by the dealers are known by a personal interaction. Behavior of consumers towards it and different opinions generated out of such practices.ABSTRACT The primary objective of this project is to provide the readers the insight into CRM Practices followed in Fuel Retailing Industry. The main reason for choosing this sector is that. Survey is conducted to know the customer needs and expectations. Suggestions. customer drive in factors and etc… . advices. marketing and customer support with technology and data capturing techniques. Creating value for customers and prospects. In 2002. Acquiring new customers. To bridge the gap between the customer & the dealers or the company so that an effort is being made to make a customer a brand loyal.

. I thank Mr. I am thankful to all the people who willingly responded to my questionnaire and whose contribution has been invaluable. under whose supervision and guidance this report was completed successfully. C. I think it is essential to thank all those who contributed to my understanding of the subject and helped me through the duration of the project. as I analyzed and compiled this report. I would also like to thank my parents and friends who rendered their whole hearted co-operation in the successful completion of the project work. all of which have been in some way or the other contributed to the final report. This project would not have been completed without their participation.ACKNOWLEDGEMENT Throughout the course of study. encouragement. innumerable people have given suggestions. CHANDRASHEKAR REDDY. complaints and opinions. Finally.

and new ideas that can be implemented in order to improve customer loyalty I hope that the report has made with the text which is interesting and lucid. Behavior of customers towards it. I have benefited immensely by referring to many publications and articles in various books and online. In writing this report. different opinions generated out of such practices.PREFACE The primary objective of this report is to provide the readers the insight into CRM Practices followed in Fuel Retailing Industry. Any suggestions to improve this report in contents or in style are always welcome and will be appreciated and acknowledged. . I express my gratitude to all such authors and publishers.

CONTENTS INTRODUCTION TO CRM EMERGENCE OF CRM PRACTICE ARCHITECTURE OF CRM OPERATIONAL ANALYTICAL COLLABORATIVE KEY PRINCIPLES WHO NEEDS CRM? ADVANTAGES OF CRM CRM RELATED SURVEY FACTS STEPS TO SUCCESSFUL IMPLEMENTATION OF CRM CHALLENGES IN IMPLEMENTATION OF CRM SUMMARIZING CRM ACTIVITES FUEL RETAILING IN INDIA OVERVIEW PROMISING ROAD AHEAD A GLANCE OVER INDUSTRIES IN PETRO-RETAILING NEW COMPETITORS RETAIL SITE HEADACHE CRM PRACTISE IN FUEL RETAILING BUSINESS RESEARCH SURVEY QUESTIONNAIRE & FEEDBACK FORMAT RESULT AND ANALYSIS SUGGESTIONS SPECIAL FOCUS ON CUSTOMER RELATIONSHIP BIBLOGRAPHY .

OBJECTIVE OF THE STUDY: Main objective: The main objective of the study is to study the CRM strategies being implemented and to find the factors that make customer drivein. The competition in the market is increasing due to the extensive growth in automobile market and private players entrance into this segment. Marketing says ‘customer is king’ but in Indian fuel retail industry customer is not the king. expectation can be analysed using CRM. rebates. So very soon the drive in factor shifts from Quality and Quantity to other non fuel services. where he is availing many facilities in other retail sectors like discounts. other services and etc. Hence this project focuses upon the customer expectations and the need for CRM in fuel retailing. NEED FOR THE STUDY: Customers consider various factors for refueling at fuel stations. non fuel services are not priority in our country. he is not provided with anything more than refueling. It also depends on need and travelling styles of the customer. . Hence CRM strategies become essential to get a competitive edge. The company which takes the initiative of implementing non fuel services before other companies will get edge in customer acquisition.INTODUCTION TO THE PROJECT When a customer enters the fuel outlet he purchases fuel and cannot expect any other services. Hence customer relation management becomes vital tool in the acquisition and retention of the customers. When we observe the outlets in other nations there are many other service provided to the customers. The factors they consider are Quality and Quantity. loyalty benefits and many more. When customer starts demanding services the change in their behavior. improvising the organisational level CRM.

To find respondents reason for refueling in the particular retail outlet. The main aim of the study is to evaluate the services and CRM activities implemented. 4. To know the customer service satisfaction from the respondents. 6. To know the importance loyalty program and additional services effect on customer. DESCRIPTION OF THE RESEARCH DESIGN: A research design is a logical and systematic plan prepared for directing a research study it specifies the methodology and technique to be adopted for achieving the objectives. 3. The preparation of a research plan for a study aids in establishing direction to the study and knowing exactly what has to be done and how and when it has to be done at every stage. To find the factors that drive in customers into the retail outlet. To know the respondents opinion on the performance of their outlets. 2.SPECIFIC OBJECTIVES: 1. So survey method is used for the study. . It constitutes the blueprint for the collection. To know whether the customer is expecting anything more from the services in outlets. 5. Surveys are best-suited method for descriptive research. measurement and analysis of data. The study is descriptive in nature.

Secondary data for this study include appropriate material from newspaper. SAMPLING FRAME: The population for the study consists of people of Hyderabad. Hindustan Petroleum (NH-7) IBP (Nizamabad). which are collected fresh and for the first time and this happen to be original in character.SAMPLING PROCEDURES: Sampling is a systematic approach for selecting a few elements from an entire collection of units (population) in order to make some inference about the total population it is a small specimen or a segment of the whole population representing its general qualities as far as possible. SECONDARY METHOD: Secondary data are those. which are collected from existing data. Two hundred respondents’ onsite. SAMPLE SIZE: The study is conducted on a sample of 1. RESEARCH INSTRUMENTS: An interview schedule is used to conduct the study. 2. customers on Shell (Uppal). Nizamabad). In this study primary data was collected by interview schedule method. . NH-7. Nizamabad. SOURCES OF DATA: PRIMARY METHOD: Primary data are those. Bharat petroleum (Tarnaka. One fifty respondents’ offsite.

The survey was conducted in different of Hyderabad. pie charts. etc. • All primary data collected is true and reflects the actual actions of the Respondents. Standard Text Books. the competition in the sector is very high with the entrance of the private players. METHODOLOGICAL ASSUMPTIONS: • The primary data has been collected by an interview schedule. tabulated and analyzed into logical Statement using simple statistical methods. SCOPE OF THE PROJECT: The scope of the project is vast as the fuel retailing sector is expanding very fast. . and information from Internet has also been acquired wherever necessary. where once subsidizing is removed completely the services in fuel station play vital role in customers drive in into the retail outlet. Nizamabad and NH-7. FIELD WORK: The project involved a fieldwork of around 2 month 10 days where in the survey was carried out of around different organisations and fuel stations. Hence this project has wide scope in this sector. • The data collected has been coded. The CRM plays important role in increasing the revenue and profits. The Automatic price control mechanism of the government is reducing the competition and giving edge to PSUs.Company Reports.

In today’s economy. they are not entirely without their share of problems. Here is what we believe CRM is: “CRM is an alignment of strategy. Different organizations define CRM differently. if handled right. as organizations mature in their CRM initiatives. and data capturing techniques. It is a blend of internal business processes: sales. Customer Relationship Management is all about building long-term business relationships with . processes and technology to manage customers and all customer-facing departments & partners” Any CRM initiative is and has the potential of providing strategic advantages to the organization. they begin to look at CRM as tool to acquire strategic differentiators.INTRODUCTION TO CRM Customer Relationship Management (CRM) can be widely defined as company activities related to developing and retaining customers. Despite the immense benefits that the CRM solutions can deliver. For beginners it could simply mean better lead management capabilities or sales pipeline visibility. However. marketing and customer support with technology customers. Most CRM initiatives begin with a strategic need to manage the process of handling customer related information more effectively. there is no single undisputed definition of CRM.

the deintermediation process is fast changing the nature of marketing and consequently making relationship marketing more popular. Databases and direct marketing tools give them the means to individualize their marketing efforts. For example. The explosion of telemarketing and call enters all set up to develop relationships with customers. 1980’s – where Niche Marketing made millionaires of those who were best at it. In recent years however. These include: • The growing de-intermediation process in many industries due to the advent of sophisticated computer and telecommunication technologies that allow producers to directly interact with end-customers. 1970’s – saw the beginning of segmentation. direct mail campaigns and early Telemarketing (such as publishing). .THE EMERGENCE OF CRM PRACTICE Looking back at a snapshot history of marketing. banks insurance. we can see the following clear developments and progression over the last four decades: 1960’s – the era of Mass Marketing. software or household appliances and even consumables. 1990’s – Relationship Marketing. in many industries such as airlines. several factors have contributed to the rapid development and evolution of CRM. when Gibbs SR toothpaste began the first marketing of this kind with its black and white campaign.

Other programs such as JIT and MRP also made use of interdependent relationships between suppliers and customers. • Another force driving the adoption of CRM has been the total quality movement. This needed close working relationships with the customers. Since services are typically produced and delivered at the same institution. . • Emerging real time. requiring flexibility and rapid adoption to technologies. IBM. Newly Empowered customers who choose how to communicate with the companies across various available channels.• Advances in information technology. networking and manufacturing technology have helped companies to quickly match competition. Toyota. As a result product quality and cost are no longer significant competitive advantages. Xerox. Thus several companies such as Motorola. • The growth in service economy. interactive channels including e-mail. Also nowadays consumers expect a high degree of personalization. General Motors. When companies embraced TQM it became necessary to involve customers and suppliers in implementing the program at all levels of the value chain. it minimizes the role of the middlemen. Ford. etc formed partnering relations with suppliers and customers to practice TQM. • Customer expectations are changing almost on a daily basis. ATMs and call centre that must be synchronized with customer’s non-electronic activities. The speed if business change.

ARCHITECTURE OF CRM . • The globalization of world marketplace makes it necessary to have global account management for the customers. • As several researches have found out retaining customers is less expensive and more sustainable competitive advantage than acquiring new ones. There is a greater opportunity for up selling and cross selling. marketers are forced to be more concerned with customer retention and customer loyalty. • In addition several marketers are concerned with keeping customers for life than making one time sale.• In the current era of hyper competition. • On the supply side it pays more to develop closer relationships with a few suppliers than to develop more vendors.

Benefits of Operational CRM:• Delivers personalized and efficient marketing. as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference.automation to the basic business processes (marketing. 2.support to analyze customer behavior. Tasks resulting from these processes are forwarded to resources responsible for them. OPERATIONAL CRM Operational CRM means supporting the "front office" business processes. COLLABORATIVE . regardless of the touch point ANALYTICAL CRM . marketing and service).There are three parts of application Architecture of CRM: 1. which include customer contact (sales. service). OPERATIONAL .ensures the contact with customers (phone. implements business intelligence like technology. sms. in person and Post). 3. email. ANALYTICAL . fax. • Enables a 360-degree view of your customer while you are interacting with them. web. • Sales people and service engineers can access complete history of all customer interaction with your company. and service through multi-channel collaboration. sales. sales.

The data/activities can be structured. conversational. Information: Providing timely and regular information to customers. Examples of Campaigns directed towards customers are: Acquisition: Cross-sell. It is a solution that brings people. processes and data together so companies can better serve and retain their customers. Collaborative CRM provides the following benefits: • Enables efficient productive customer interactions across all communications channels. Modification: Altering details of the transactional nature of the customer’s relationship. unstructured. data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. • • CRM is based on the premise that. e-mail) and supports co-ordination of employee teams and channels. and/or transactional in nature. phone. web. the customers’ needs and desires we can keep them longer and sell more to them.In analytical CRM. Customer analysis typically can lead to targeted campaigns to increase share of customer's wallet. Integrates view of the customer while interaction at the transaction level. up-sell Retention: Retaining customers who leave due to maturity or attrition. letter. by having a better understanding of . Integrates call centers enabling multi-channel personal customer interaction. COLLABORATIVE CRM Collaborative CRM facilitates interactions with customers through all channels (personal. fax. • • Enables web collaboration to reduce customer service costs.

Tastes. Thus the single adults shall require a new car stereo and as he grows into a married couple his needs grow into appliances. WHO NEEDS CRM? Putting it simply. Any company will like its mindshare status to improve from being a suspect to being an advocate. Company has to invest in terms of its product and service offerings to its customers. Culture Background and education. recognize and reward best customers disproportionately. CRM is ideally embraced by that organization which besides making and retaining clients also makes serious effort to optimize their . INCREASE LOYALTY Loyal customers are more profitable. Lifestyle and Age. And the same customers’ reaction to a cellular company operator may be quite different as compared to a car dealer. MAXIMIZING LIFE TIME VALUE Exploit up-selling and cross-selling potential. marketers can maximize share of purchase potential. What CRM needs to understand while differentiating customers is? Sensitivities. Besides for the same product or the service not all customers can be treated alike and CRM needs to differentiate between a high value customer and a low value customer. By identifying life stage and life event trigger points by customer. Physical and psychological characteristics. Understanding each customer becomes particularly important. Preferences and Personalities. It has to innovate and meet the very needs of its clients/ customers so that they remain as advocates on the loyalty curve.KEY CRM PRINCIPLES DIFFERENTIATE CUSTOMERS All customers are not equal.

allow companies to gather and access information about customers' buying histories. providing competitive advantage and improved profitability. ADVANTAGES OF CRM • Provide better CUSTOMER service. . preferences. • Help sales staff close deals faster. and call centers. Customer Relationship Management applications. • Increase CUSTOMER Lifecycle Value. The adoption of Customer Relationship Management is being fuelled by recognition that long-term relationships with customers are one of the most important assets of an organization. and other data so they can better anticipate what customers will want and how to best retain them. • Simplify marketing and sales processes. • Cross Sell/Up Sell products more effectively. • Make call centers more efficient. used in conjunction with data warehousing. • Increase CUSTOMER revenues. • Discover new CUSTOMERS.revenue potential. Many companies are turning to customer-relationship management systems to better understand customer wants and needs. complaints. This organization is one that aims at organizational growth through sharp focus on CUSTOMER RELATIONSHIP MANAGEMENT. E -commerce applications.

CRM helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers & boost their business efficiency. thereby increasing profit and revenue generation capabilities. etc) to him. up sell. the cost of acquisition of customers is high. CRM solutions enable’s to do that. it is important to keep the customer longer and sell him more products (cross sell. In most businesses. Customers stay. if they are provided with value. quality service and continuity. To make profits. during his lifecycle. .

As several research studies have shown not all customers are equally profitable (In fact in some cases 80% of the sales come through 20% of the customers). An important facet of CRM is “customer selectivity”. it could even lead to “outsourcing of some customers” so that a company better utilize its resources on those customers it can serve better and create mutual value. A Totally Satisfied Customer contributes 17 times as much revenue as a Somewhat Dissatisfied Customer.THE SURVEY FACTS Growth Strategies International (GSI) performed a statistical analysis of Customer satisfaction data encompassing the findings of over 20. The company must therefore be selective and tailor its program and marketing efforts by segmenting and selecting appropriate customers for individual marketing programs. In some cases.000 customer surveys conducted in 40 countries by Infoquest. By reducing customer defection (by as little as 5%) will result in increase in profits by 25% to 85% depending from industry to industry.6 times as much revenue to a company as a Somewhat Satisfied Customer. . The conclusions of the study were: A Totally Satisfied Customer contributes 2. A Totally Dissatisfied customer decreases revenue at a rate equal to 1.8 times what a Totally Satisfied Customer contributes to a business.

This once known. thus. . you can determine the Customer Lifetime Value or in other words. the simplification and streamlining of the sales process. and lets them focus on selling instead. more business related than technical. significantly reduces the time spent by sales reps on their paperwork and administrative engagements. Further. CRM is not just a guarantee for quicker growth and bigger revenues but also a means to keep up with competition. revolve around increasing the top line revenue. etc. by default. long-term customer retention. Through CRM. The ROI gained out of implementing a CRM is what makes the experience worthwhile. Customer intelligence and CRMs predictive analysis capabilities help’s to generate a highly accurate demand forecast which leads to better and more informed inventory management. the present and projected business worth of a customer to your organization. all of which contribute to the organizations revenues. the internal costs through new and efficient processes. It is best measured by comparing the past and the present customer acquisitions. curtailing significantly. acts as the basis on which you can formulate marketing strategies targeting customers individually. All the different objectives that are fulfilled through CRM. enhancements in customer value/worth.CAN CRM DRIVE REVENUE? The important considerations of any organization looking forward to incorporating a CRM are understandably.

5. 2. Understand the hidden costs and hurdles. 4. CUSTOMER RELATIONSHIP MANAGEMENT is a strategy. but it encompasses the technology and strategy needed to completely integrate a business in order to get a holistic view of customers and their relationship to the entire enterprise.5 STEPS TO SUCCESSFUL IMPLEMENTATION OF CRM Many organizations have burned their fingers trying to implement the technology and manage costs. There are many technological components to CRM. Clearly define the management objective & strategy. responsiveness and market trends. To successfully undertake CRM initiatives it is essential to 1. marketing effectiveness. Evolve the right process around it. sales. The more useful way to think about CRM is as a process that will help bring together lots of pieces of information about customers. web-based or other means. Back it up with good training and support. and integrating each component seamlessly with the customers' point of contact. . The software that links the back office to the front office. but thinking about CRM in primarily technological terms is a mistake. not a specific software or hardware. Identify the right software solution for implementation. are all part of Customer Relationship Management. 3. the technology needed to make the call centre customer-friendly.

Hence. address risks and build a strategy that can make your CRM successful. leading to revenue shortfall and increasing levels of churn. someone has to lead the way and implement. depending on the Industry vertical. It is approximated that 50-70% CRM implementations fail. By effectively leveraging results from a customer satisfaction survey an organization can respond to their customer's needs in ways that increase revenue as well as improve customer and employee. UNLOCKING SURVEYS THE VALUE OF CUSTOMER SATISFACTION In today's business environment companies cannot afford to lose a single profitable customer. precautions must be taken to do it right. it is essential to identify the key challenges. GAP MODEL There is a gap because of which a market goes up or come down. The customer has different point of view. but don't receive full value from their investments to administer the program. CRM is full of talk about strategy. As more and more companies rush to implement CRM. your customers may not be happy.KEY CHALLENGES IN IMPLEMENTING CRM SOLUTIONS Companies around the world have leveraged CRM strategies to gain competitive advantage. He may focus on the price. . even if operations report that the network is operating perfectly and services are running normally. What the company perceives and what the customers perceives is different. Many companies perform customer satisfaction surveys. Too often survey results are used simply for monthly reporting on "how we did last month". satisfaction and loyalty. but at the end of the day. It is this gap which identifies a product of the company as product centric.

SUMMARISING CRM ACTIVITIES
The CRM cycle can be briefly described as follows: Learning from customers and prospects, (having in depth knowledge of customer). Creating value for customers and prospects. Creating loyalty. Creating profits. Acquiring new customers.

FUEL RETAILING IN INDIA
OVERVIEW 1976, India barred the private sector from participating in fuel retail and nationalised the local businesses of international oil companies. Brands commonly seen at petrol stations elsewhere in the world - Shell, Esso and Caltex -disappeared from the Indian market. Shell, for instance, became Bharat Petroleum and Esso metamorphosed into Hindustan Petroleum. In 2002, however, the government made a U-turn, allowing multinationals and other private players to re-enter the market. The policy shift sparked a rush of service station openings as both private and public companies positioned themselves to sell to the nation’s growing, increasingly mobile middle class. While the private sector welcomed the liberalised market, in practice it came with several strings attached. Private players were required to invest at least 20 billion rupees (around $500 million) in refineries, pipelines or other energyrelated assets in the country, limiting the number of new entrants. And although the government abolished formal controls on fuel prices, it continued to dictate them indirectly through the pricing policy of India’s national oil companies (NOCs). These factors have slowed the evolution of the sector – at least for the moment.

NEW COMPETITORS
For almost 30 years the government strictly controlled public-sector companies, dictating prices, and directing the expansion of their dealer networks. While these companies had retained the infrastructure of the nationalised multinationals, their reason for being changed dramatically. Objectives such as job creation had taken precedence over purely commercial goals, including profitability when running the business. The move toward

liberalisation brought a sudden shift in priorities as the public-sector companies prepared to face the new competition. “We’ve actually grown more in the last four years than we had in the last 30,” says Tejbir Singh Sanghvi, Deputy General Manager of Highway Retailing at Hindustan Petroleum. “The government has given us more flexibility in terms of expanding our dealer network. We’ve also had to develop a lot in order to compete. There are new initiatives, new physical standards and new technologies. Fuel retail used to be a seller’s market. Now the focus has shifted to the consumer.” Newcomers to the Indian market face several challenges. For one, the government has an indirect hand in pricing policy through its national oil companies. The policy takes into account factors such as inflation and the proximity of upcoming elections. For example, between 2002 and 2006 the price of petrol in the international market increased one and a half times. During the same period the retail price of petrol in India only rose by about 50%. The government subsidises India’s NOCs to compensate for below-market prices. Between April, 2005 and March, 2006 subsidies totaled approximately $3.6 billion, according to a government advisory committee report. Since stateowned oil companies command some 80% market share, private-sector competitors must match their artificially-low prices to stay in business. “It was assumed that after the APM (Administered Pricing Mechanism) was dismantled in 2002, there would be a genuine free market in India for transportation fuels,” says manager of shell. “But the APM never really faded away in practice, thanks to political reality.”

the fact that many of India’s service stations are poorly designed and congested leaves a natural opening for newcomers who offer a better alternative. Automobile sales. sparking investment in roads and other infrastructure.000. which today number just over a million vehicles a year. making India the third-largest automobile market in the world after China and the USA. due to the government’s policy of influencing prices. recently estimated at 40 million households by consultancy McKinsey. However. Shell is so far the only international oil company to enter the Indian retail market.300 stations when it started to lose money. They also lack convenience stores or other facilities. Small towns are expanding at a rapid pace. Moreover. Liberalisation prompted Indian companies such as Reliance and Essar to aggressively enter the fuel retail market. for instance. Today Shell operates 35 stations in southern India. The country’s aspiring middle class. . The company’s development of a liquefied natural gas terminal and regasification facility at Hazira allowed it to meet the government’s call for investment. could reach 20 million a year by 2030. expanded its network rapidly. is becoming increasingly motorised. with plans for up to 6. predicts US-based consultancy Keystone. cars jockeying for position. Reliance. Typical old-fashioned Indian service stations feature long queues. Reliance stopped at around 1.PROMISING ROAD AHEAD The Indian market for transportation fuels holds a lot of promise. oily forecourts and hand-operated petrol pumps that may not accurately measure the volume of each sale.

Mumbai. One of the single digit Indian representatives in the Fortune 500 & Forbes 2000 listings. A lot of petroleum refineries came up. when Mr. .A VIEW ON INDUSTRIES IN PETRO. As the name suggests. The search for oil in India began in 1886. Its corporate office is located at Ballard Estate. It is involved in the refining and retailing of petroleum products. the Assam Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil production in India. the company grew out of the enterprises of the Rangoon Oil Company. In 1889. Bharat Petroleum is considered to be a pioneer in Indian petroleum industry with various path-breaking initiatives such as Pure for Sure campaign.RETAILING SECTOR Bharat Petroleum Corporation Limited (BPCL):It is one of India's largest PSU companies. its interests are in petroleum sector. An important player in the South Asian market then was the Burmah Oil Company Ltd. with Global Fortune 500 rank of 287 (2008). History The 1860s saw vast industrial development. It is considered a pioneer in marketing initiatives. which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma. BPCL is often referred to as an “MNC in PSU garb”. Petro card. Goodenough of McKillop Stewart Company drilled a well near Jaypore in upper Assam and struck oil. BPCL's growth post-nationalisation (in 1976) has been phenomenal. Though incorporated in Scotland in 1886. and employs “Best in Class” practice. Fleet card etc.

On 1 August 1977. John D Rockefeller together with his business associates acquired control of numerous refineries and pipelines to later form the giant Standard Oil Trust.While discoveries were made and industries expanded. and several international and domestic airlines. On 24 January 1976.an active producer. It was also the first refinery to process newly found indigenous crude Bombay High. CNG Stations. Asiatic Petroleum (India) joined hands with Burmah Oil Company . besides supplying fuel directly to hundreds of industries. in the country Products Bharat Petroleum produces a diverse range of products.came together to form a single organisation: Asiatic Petroleum Company to market petroleum products in South Asia. Kerosene Dealers.Royal Dutch. retail sales points were built with driveways set back from the road. from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol. LPG. particularly in Indian and Burmese markets. the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. Shell. Lube Shoppes. A pioneer in more ways than one. The largest rivals of Standard Oil . it was renamed Bharat Petroleum Corporation Limited. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. road and country craft all over India. In 1928. This was imported in bulk and transported in 4 gallon and 1 gallon tins through rail. came canned Petrol. Burmah Shell began its operations with import and marketing of Kerosene. LPG Distributors. Rothschilds . refiner and distributor of petroleum products. . followed by service stations. service stations began to appear and became accepted as a part of road development. In the 1930s. With motor cars.

they have introduced new generation branded fuels Speed.5 MMTPA respectively for refining crude oil. thereby improving vehicle performance. BPCL is a Fortune Global 500 company as per the ranking of 2008. To meet the growing needs of the diesel passenger car segment. 2. Speed has been the market leader in the branded fuels category. International rankings 1. This multi-functional additive enables the high performance vehicles to deliver their designed outputs. It was ranked at position 325 as per the ranking of 2007. Narain Karthikeyan is one other Brand Ambassador for BPCL.Refineries BPCL has Refineries at Mumbai and Kochi(Kochi Refineries) with a capacity of 12 Million Metric Tonnes (MMT) and 7. we introduced Hi-Speed Diesel which is a blend of diesel and world-class multifunctional additive which uses the internationally renowned Green Burn Combustion Technology. Speed brand of petrol contains multi-functional fuel additives that prevent formation of harmful deposits and help clean existing deposits. Hi Speed Diesel and Speed 97. . BPCL was featured on the Forbes Global 2000 list for 2008 at position 967 Offering World Class Fuels Since 2002. being the pioneers to introduce premium fuel brands in the Country. BPCL's subsidiary at Numaligarh has a capacity of 3 MMT. It was ranked at position 287. Brand ambassador Mahendra Singh Dhoni signed on as the Brand Ambassador for BPCL in 2006. BPCL has also introduced a high-end Octane 97 variant Speed 97 catering to the requirement of vehicles at the upper end of the tier.

The petrol pumps displaying a prominent ‘Pure For Sure’ signage have become landmark destinations as the movement has gained momentum across our Retail Network. Bharat Petroleum now offers a robust and automated network of retail outlets. ensure integration of payment with fueling and improves the service efficiency at the forecourt of the petrol pump. PetroBonus. 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 privileges such as cashless transactions. . The Corporation offers products and services that have been designed to meet the need gaps of its customers. Recognizing the need of customers to make life more convenient and rewarding and introduced the first loyalty-cum-rewards program. Fostering Loyalty Sharing rewarding relationships with customers and building loyalty has been a center of focus. Equipped with Smart Card Technology.Making a Difference through Innovative Retailing Bharat Petroleum is providing added value to its customers in fuel and non-fuel areas. which leverage technology to deliver the assurance of quality and quantity promise. Credit Option for Fleet Owners and Cash Management System. Servicing the Customers Need Recognizing the customer need for pure quality and correct quantity of fuel for their vehicles and launched the flagship initiative of Pure For Sure (PFS) offering the guarantee of pure quality and correct quantity of fuel to our customers. They have introduced several pioneering offerings in Indian Petroleum retailing scene. vehicle tracking.

Bathing facilities. dedicated toilets for Truckers and dedicated toilets for Tourists. a vehicle wash facility. Greeting Cards. These outlets are built on a minimum of 3 to 5 acres plot sizes and house dedicated and fully automated MS/HSD petrol/ diesel Fuelling facilities to fuel all kinds and sizes of vehicles besides the specially designed offerings for the highway travelers. ATMs. Movies / Entertainment Tickets. The In &Out Convenience Stores are the largest network of stores spread across the BPCL network. The V-Care Centres provide customers with reliable. that include a Food Court for Tourists and a Dhaba for truckers. Health care centre. a dormitory with beds. Partnering Highway Journeys On the highways they offer a home away from home to the truckers and the tourists in the form of the Generation Next OSTSs/OSTTSs (One Stop Truck cum Tourist Shop) branded as GHAR. etc. Secured and Spacious parking for trucks and cars. transparent and value for money services for the basic vehicle care needs.Delivering Convenience Bharat Petroleum has pioneered the concept of Convenience Stores in the Country. Amphitheatre for entertainment. Music. Subway. The offerings range from convenience products. Caring for Vehicle’s Needs It also aim to provide service centre facilities through our V-CARE (Vehicle Care) Centres across the urban network. a Safe. Children’s Play area. Smartfleet Customer service centre . Pizza Hut and other leading retail chains. . Café Coffee Day. The network also has a good spread of Fast Food destinations throughout tie ups with Mc Donald’s.Sanjha Chula for self cooking and captive power generation.

95% in Mangalore Refinery & Petrochemicals Limited (MRPL).428 Crores and sales/income from operations of Rs 1. about 20% Marketing share in India and a strong market infrastructure.142 Million).HPCL (Hindustan Petroleum Corporation Limited):It a Navratna PSU of the Government of India. HPCL operates 2 major refineries producing a wide variety of petroleum fuels & specialties. is a Fortune 500 company of India listed at number 311 in the global 500 rankings. LPG Bottling Plants. Inland Relay Depots. and sales/income from Operations.5 MMTPA. a Joint Venture with Mittal Energy Investments Pte. a state-of-the-art refinery at Mangalore with a capacity of 9 MMTPA.Ltd. Punjab by HMEL. Aviation Service Facilities.16. with an annual turnover of over Rs. Presently HPCL produces over 300+ grades of Lubes. Specialities and Greases.802 Crores (US$ 25. Corresponding figures for financial year 2007-08 are: Turnover.12. The marketing network of HPCL consists of 13 Zonal offices in major cities and 90 Regional offices facilitated by a Supply & Distribution infrastructure comprising Terminals. This Lube Refinery accounts for over 40% of the India's total Lube Base Oil production. 1. HPCL also owns and operates the largest Lube Refinery in India producing Lube Base Oils of international standards. (East Coast) with a capacity of 7. Lube filling plants.098 Crores (US$ 25.837 crores. Retail Outlets (Petrol Pumps) and LPG & Lube Distributorships.Rs 1.03.5 Million Metric Tonnes Per Annum (MMTPA) capacity and the other in Vishakapatnam. one in Mumbai (West Coast) of 5.31.618 Millions) during financial year 2008-09. With a capacity of 335 TMT. 1.Rs. HPCL holds an equity stake of 16. Another Refinery of 9 MMTPA is under construction in Bathinda. .

are taken over and merged with HPCL. History 1952: The Company was incorporated in the name of Standard Vacuum Refining Company of India Limited on July 5. the concessionaries of HPCL in the domestic LPG market. Aviation 3. is taken over by the Government of India and subsequently merged with HPCL in 1978. Lubes . 1952 1962: On 31st March. 1979: Kosan Gas Company. moved from strength to strength on all fronts. LPG . Major functions 1.1962 the name was changed to ESSO Standard Refining Company of India Limited.HPCL has.HP GAS 6. Bulk Fuels & Specialities 4.HP LUBES . over the years. The refining capacity steadily increased from 5.00 million metric tonnes (MMT) now. 1974: Hindustan Petroleum Corporation Limited comes into being after the takeover and merger of erstwhile Esso and Lube India Undertaking 1976: Caltex Oil Refining Ltd. HPCL thus comes into being after merging four different organisations at different points of time.5 million metric tonnes in 1984/85 to 13. Refineries 2. International trade 5.

HPCL is a Fortune Global 500 company as per the ranking of 2009 and was ranked at position 311.Alternate Energy Refineries HPCL has a number of refineries in India. National Award For Excellence In Cost Management . Reader’s Digest ‘Trusted Brand Asia Platinum’ Award 3. India Star Award 6.5 Million Metric Tonnes (MMT) Capacity 2. Joint Ventures 10.7. Mumbai Refinery . Exploration & Production 9.7.5 MMT at Visakhapatnam International rankings 1. HPCL was featured on the Forbes Global 2000 list for 2009 at position 1002 Recognition and Awards 2008 1. CIO 100 Award 2008 5.5. Retail 8. Visakhapatnam Refinery . 2. Some are listed below: 1. Golden Peacock Corporate Governance Award 2008 4. NDTV Profit Business Leadership Award 2. OISD Safety Award 7.

Personalised Service".000 respondents in several key markets across the country. "Total Vehicle Management" and "Consumer Conveniences". "Bills Payment facilities". we have associated with leading companies like Coca Cola India. “Refreshments”. "Digital Air Towers". They are . our new Retail Brand "Club HP" assures high quality personalized "Vehicle and Consumer Care" through a select set of outlets. The Club HP outlets provide a distinct set of basic and value added offerings which include "Efficient & Expert Service". To deliver the many conveniences and services.quality personalized "Vehicle and Consumer Care" A part of HPCL's strategic retail marketing initiative that seeks to break out of traditional fuel retailing.8. "HPCL . "Vehicle Finance and Insurance related assistance". "Club HP Smart 1 Cards” and a host of other amenities. "Expert. "Quick Care Point". US Pizza.ICICI Credit Cards". Developed after an exhaustive research of over a year which included collecting feedback from over 13. The "Club HP" concept also recognizes the fact that the consumer today places very high importance on vehicle care and at the same time expects other value added services from a fuel retail outlet that help him take care of diverse activities under one roof and in the shortest possible time. Greentech Environment Excellence Award 2008 9. Western Union Money Transfer. Best HR Practices in ‘People Management’ Club HP High . the "Club HP" concept aims to provide the assurance of “Quick Fills". Skypak and many more. ICICI Bank. Fed Ex. Café Coffee Day.

In addition. Digital Air Towers – The performance and safety of new generation cars depend a lot on the correct air pressure maintained in the tyres. by the specially trained "Club HP" attendants. "Club HP" outlets are categorized as Standard. Vehicle Care . More and more outlets will progressively upgrade to “Authorised Service Stations” as part of our association with various vehicle manufacturers. Delhi. The distinctive red and blue Club HP logo is an all too familiar symbol inviting motorists looking for a quick and refreshing fuelling experience. In addition. . fan belt. the “Club HP” brand has been quickly expanded to cover over 1000 outlets in all major cities and towns across India. Encouraged by the initial experience. battery water. the outlets will also provide vehicle consumable and accessories. brake oil. The roll out of "Club HP" began in a phased manner. Each Club HP Mega and Max outlet is equipped with a service station. coolant. The specially designed digital air pressure equipment not only ensures accurate air pressure in the shortest time but also adds to the comfort and safety of travel.Consumers are offered a free check up of vital elements such as engine oil.also forging service specific alliances with several automobile companies and OEMs like Tata Motors to jointly identify "Club HP" outlets. all under one roof. Quick Care Points . initially targeting 85 outlets in the cities of Mumbai.The Club HP outlets have been carefully selected to ensure that they can offer high quality vehicle care. radiator hose etc. a quick inspection of the tyres is done and recommendations given in case any immediate action is required. Bangalore and Kolkata. Mega and Max depending on the levels of services and amenities available.

ATMs . This feedback is regularly screened by the HPCL team to plan remedial actions or service upgrades in accordance.phone for the convenience of consumers. select outlets will also provide high speed internet browsing and e . Communication Facilities .ICICI Credit Cards to reap the higher reward points offered by this unique product.HPCL has tied up with leading vehicle insurance and finance service providers for these activities which include assistance towards issuance and renewal of policies as well as extension of loans for purchase of new or second hand vehicles. Bills Payments .Each Club HP outlet is equipped with a pay . In addition.branded Credit Cards and the Club HP Smart1 Cards Customers visiting the "Club HP" outlets will be able to use the HPCL . hygienic rest room facilities.Each "Club HP" outlet will extend basic amenities such as "safe drinking water" through water purifiers.‘Good Fuel Promise’ Towers .mail facility. Vehicle Finance and Insurance Related Counsel .ICICI co .Consumers are offered the facility to personally conduct simple tests with the help of specially designed standard apparatus.HPCL has tied up with Skypak Financial Services which is providing "Drop boxes" at all "Club HP" outlets in a phased manner. Basic Amenities . HPCL . Select Club HP outlets have already been equipped with ATMs. food . A simple procedure booklet is also provided to help anyone check the quality and quantity of fuel. The consumers are also invited to fill in the printed certificate booklet which will be available at all "Club HP" outlets in order to record their assessment. Consumers can utilize these drop boxes to pay bills relating to a variety of service providers.HPCL has taken the lead in providing ATM facilities at its outlets in association with leading banks and is targeting over 400 ATMs very soon.

the oldest oil company in India. Though it was initially taken over by IOC in 1970. IBP (Indo-Burma Petroleum Company limited):It was originally founded by Abdul Karim Abdul Shakur Jamal under the name of Jamal's oil Company limited and was renamed as Indo-Burma Petroleum Company limited in 1909. it got separated and formed as a public sector company in 1974 under the Ministry of Petroleum and . Limited got merged with its parent company 'Indian Oil Corporation Limited' on 02-05-2007 under the Ministry of Petroleum & Natural Gas. Limited was born in the then undivided British India as “IndoBurma Petroleum Company Limited” a joint stock private company on 08-021909 at Burma.counters. HPCL has also tied up with Coca Cola India to provide beverages and bottled water as well as snacks at all "Club HP" outlets. Government of India. basic medicines and first aid facility. History IBP Co. IBP Co. presently Myanmar. Thereafter the company joined hands with the then Indian Oil Company (Later formed as Indian Oil Corporation Limited after merger with Indian Refineries Company Limited) and carried out business in petroleum products at Mumbai and Kolkata. The developments that followed Second World War forced the company change its head quarters to Kolkata permitting the British Government to bombard and destroy its only refinery at Rangoon. The merger ends the history of 98 year old 'IBP Co Limited'.

Though predominantly an oil company. As the country had to import huge quantities of explosives to meet consumption needs for over six months. The Indo Burma Petroleum Company Limited changed its name to IBP Co. . IBP diversified its activities in to engineering and chemicals. The unit commenced its commercial production in August 1977. USA. By this time all the foreign private oil businesses were nationalized and made public sector companies. Thereafter the chemical division has diversified its business in to a unique technology ‘the bulk delivered slurry explosives’ with the first ever plant of its kind set up in India at Kudremukh with a capacity of 5000 Tons per annum in 1980. of India when the country faced acute shortage of explosives for mining industry following an accident and strikes at the only major supplier viz IEL in India in 60’s. the Chary committee set up for the purpose strongly recommended a company to be set up in public sector for manufacture of explosives. waiting for a diversification in to chemicals. readily grabbed the opportunity and commenced its business in manufacture and marketing of industrial explosives. Government of India. Limited in 1983. Finally. by 20th Dec 2005 it has completed supply of 64.695 MT of SMS explosives to Kudremukh Iron Ore Project. IBP. During 2002. The first ever supply of site-mixed bulk slurry explosives took place on 20-12-1980 in a blast using 63 tons of this product. it was once again acquired by the IOC and became one if its group companies. handling and transportation to mining areas. Over the past 25 years. The IBP’s first packaged slurry explosive manufacturing plant was set up in Korba (then in MP now in Chattisgarh) in the year 1976 under the collaboration from Ireco Inc.Natural Gas. The venture in to explosives by the chemical division was. severe difficulties were faced in storage. based on a suggestion from the Govt.

000 tons. adversely affecting the market share in Industrial explosives of IBP from a high of around 30% down to 18%. IBP is the only central public sector company servicing the market for industrial explosives. Competitors Over the years. the journey in bulk explosives commenced at Kudremukh continued a long way with new plants set up in both coal and metal mining sectors. The second plant came up at Singrauli (MP) in the year 1983 followed by Block-II Dhanbad (Jharkhand). a turnaround is expected in the business during the current year owing much to the reorganization of the marketing department and the required thrust planned and given by this department. Presently.For IBP. the capacity utilization is only around 60% due to current price sensitive market and intense competition from private players. the number of competitors in India grew from only two in the beginning to more than forty today. followed by 25000 MT of packaged explosives.25. The business group experienced very high profits in the beginning when there were only two competitors (IEL and IDL) and progressively incurred losses from the late nineties. Ramagundam (AP). Kusmunda (Chattisgarh) etc. In terms of volume. New technologies . However. Rampur Agucha (Rajasthan). This included significant volumes and price from Coal India Limited besides the thrust in the non-coal mining sector of the country that resulted in threefold increase in volumes. Though the installed capacity of the company is more than 1. the production of bulk explosives reached a peak level of 55000 MT.

Unlike bulk emulsions. mixing them in tailor-made proportions and pumping them in liquid form directly in to bore holes. Bauxite mining (NALCO. inventory. the superior technoeconomic advantages of site mixed slurry explosives over that of bulk emulsion explosives were made available and the majority of IBP’s plants (9 out of 14) continue to produce highly improvised bulk slurry explosives. the original Ireco’s slurry technology obtained in 80’s was modified through in house marketing and R&D efforts and made superior to that of emulsion technology. However.The advent of modern technologies in manufacture of explosives including emulsions lead IBP to radically change the original technology from Ireco Inc. . Expansion The expansion phase of IBP in the field of explosives still continues with plant-set up possibilities in the Cement Sector at Gulbarga. the SMS can be pumped in various densities ranging from 0. The site mixed slurry explosives. as the name suggests are manufactured on site in a specially designed truck (called pumptruck) by carrying nonexplosive ingredients in separate chambers. Therefore. Tamilnadu) and Iron ore mining (NMDC.6 g/cm³ to as high as 1. Orissa) Lignite (NLC. and introduce new and cost effective technologies in both slurry and emulsion products.20 g/cm³ and the energy can be varied to produce twenty different types of chemically balanced explosive products to exactly the suit the rock conditions and achieve techno-economic advantages for the customers. The system eliminated the need for packaging. The poured mixture acquires the characteristics of an explosive within about ten minutes of pumping and solidifies slowly to the shape of the bore hole. storage and handling of various types of explosives and thus lowered direct costs to customers.

Donimalai, Karnataka), Orissa & Rock phosphate mines of RSMM, Rajasthan etc.

Indian Oil Corporation (IOC):It is an Indian public-sector petroleum company. It is India’s largest commercial enterprise, ranking 105th on the Fortune Global 500 listing (2009). It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil Corporation was formed in 1964, with the merger of Indian Refineries Ltd. Indian Oil and its subsidiaries account for a 47% share in the petroleum products market, 40% share in refining capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group of Companies owns and operates 10 of India's 19 refineries with a combined refining capacity of 60.2 million metric tons per year. On 30th June 2009 Indian Oil completed 50 years of its existence and a series of events are being planned to celebrate its Golden Jubilee Year 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 Center (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 Center. It has been

modeled on the R&D marketing arms of Royal Dutch Shell and British Petroleum.

Products
Indian Oil's product range covers petrol, diesel, LPG, auto LPG, aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG, Autogas LPG, Indian Oil Aviation are some of its prominent brands. Recently Indian Oil has also introduced a new business line of supplying LNG (Liquefied natural gas) by the cryogenic transportation. The branding called "LNG at Doorstep". Lng headquarters are located in scope complex, Lodhi Road Delhi.

Refineries

Digboi Refinery, in Upper Assam, is India's oldest refinery and was commissioned in 1901. Originally a part of Assam Oil Company, it became part of Indian Oil in 1981. Its original refining capacity had been 0.5 MMTPA since 1901. Modernisation project of this refinery has been completed and the refinery now has an increased capacity of 0.65 MMTPA.

• Guwahati Refinery, the first public sector refinery of the country, was built with Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Nehru, the first Prime Minister of India, on 1 January 1962. • Barauni Refinery, in Bihar, was built in collaboration with Russia and Romania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its capacity today is 6 MMTPA.

• Gujarat Refinery, at Koyali in Gujarat in Western India, is IndianOil’s largest refinery. The refinery was commissioned in 1965. It also houses the first hydrocracking unit of the country. Its present capacity is 13.70 MMTPA. • Haldia Refinery is the only coastal refinery of the Corporation, situated 136 km downstream of Kolkata in the Purba Medinipur (East Midnapore) district. It was commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been increased to 5.8 MMTPA • Mathura Refinery was commissioned in 1982 as the sixth refinery in the fold of IndianOil and with an original capacity of 6.0 MMTPA. Located strategically between the historic cities of Delhi and Agra, the capacity of Mathura refinery was increased to 7.5 MMTPA. • Panipat Refinery is the seventh refinery of IndianOil. The original refinery with 6 MMTPA capacity was built and commissioned in 1998. Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12 MMTPA with the commissioning of its Expansion Project.

Subsidiary refineries
1. Bongaigaon Refinery (2.95 MMTPA), 2. Chennai Petroleum (9.5 MMTPA)

Group companies and joint ventures

Indian Oil Technologies Ltd: Indian Oil Technologies Ltd. is the marketing arm for the entire range of technologies developed at the R&D Centre of Indian Oil Corporation Limited. This website gives an overview of the various technologies, products, quality services and solutions, developed and tested to meet or exceed customer

Oil and Natural Gas Corporation International rankings Indian Oil is the highest ranked Indian company in the prestigious Fortune Global 500 listing. Indian Oil Technologies is built on the strength of its credibility proven in its sister divisions. . • Indo Cat Pvt. headquarters are located at Indian Oil R&D Centre.requirements. These technologies are tailor made and meant to provide competitive advantage. with Intercat. • Green Gas Ltd.Group Company for Sri Lanka retail and storage operations which is listed on Colombo's stock exchange. • Bongaigoan Refinery and Petrochemicals Ltd. the 116th position(in 2008) based on fiscal 2007 performance. • • IOC Middle East FZE • Chennai Petroleum Corporation Ltd. Faridabad. • Numerous exploration and production ventures with Oil India Ltd. It was locked into a bitter subsidy payment dispute with Sri Lanka's Government which has since been resolved... for manufacturing 15. • Indian Oil Technologies Ltd. • Indian Oil (Mauritius) Ltd. .000 tonnes per annum of FCC (fluidised catalytic cracking) catalysts & additives in India. Lanka IOC PLC . USA. for catering to rising global demand. Ltd.joint venture with Gas Authority of India for city-wide gas distribution networks.

XTRAREWARDS is a recently launched loyalty program for retail customers where customers can earn reward points on their purchases. like Indian Oil Corporation.). Competitors Indian Oil Corporation has two major domestic competitors. Currently it has 1 million customer base. Both are state-controlled. There are two private competitors.It is also the 18th largest petroleum company in the world and the number one petroleum trading company among the National Oil Companies in the AsiaPacific region. Bharat Petroleum and Hindustan Petroleum. And now shell.P. The corporation's Mathura Refinery unit has also remained constantly in news due to the threat of air pollution created by it. Concerns Indian Oil Corporation earned concerns about the state of affairs in its marketing business when Shanmugam Manjunath. Loyalty programs XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators. IOCL was featured on the 2008 Forbes Global 2000 at position 303. Reliance Petroleum and Essar Oil. was murdered in 2005 for sealing a corrupt petrol station in the state of Uttar Pradesh (U. . a marketing manager and an MBA from prestigious Indian Institute of Management Lucknow.

The Burmah-Shell Oil Storage and Distributing Company of India Limited was a pioneer in more ways than one. products. chemicals and technology to public/private sector oil companies.Oil Industry Development Board India has begun the development of a strategic crude oil reserve sized at 37. Shell also has key interests in lubricants.000 households and 195 entrepreneurs. Besides being a major private sector supplier of crude. The OIDB then created the Indian Strategic Petroleum Reserves Ltd (ISPRL) to serve as the controlling government agency for the strategic reserve.19. and began operations with import and marketing of Kerosene. bitumen and LPG while operating an LNG receiving and re-gasification terminal. which has committed resources across seven programs and has already spent over USD5. came canned petrol. . India has been a focus country for investments from the global Shell Foundation. It is the only global major to have a fuel retail license in India. as well as a significant Technology center and now a financial shared services center.4 million barrels. enough for two weeks of consumption. With motor cars. Set up in 1928. SHELL PETROLEUM:Royal Dutch Shell is the largest and most diversified international investor in India's energy sector among all global integrated oil companies with nearly US$1 billion invested already. followed by service stations which were built in the 1930s. Petroleum stocks have been transferred from the Indian Oil Corporation (Indian Oil) to the Oil Industry Development Board (OIDB).5 million to date impacting more than 1. It pioneered rural marketing by reaching out to people even in remote villages to ensure supply of kerosene.

Besides selling bitumen.D. crumb rubber modified bitumen and polymer modified bitumen. the company fueled J. In 1955 the company commissioned what was then India’s largest refinery which was the first to process newly found indigenous crude (Bombay High).R. the company pioneered desert road construction in India. emulsions. when civil aviation arrived in India. the company introduced LPG as a cooking fuel to the Indian home in the mid-1950s. With nearly US$1 billion invested already.JRD Tata's historic solo flight On 15th October 1932. manufacturing a range of branded lubricants focused on the automotive and industrial sector Bitumen • The first Shell polymer modified bitumen plant in India launched December 2006 at Uluberia in West Bengal • To produce a range of products. On 24th January 1976. Tata's historic solo flight in a single engine de Havilland Puss Moth from Karachi to Bombay (Juhu) via Ahmedabad. . the Burmah Shell Group of Companies was taken over by the Government of India. Then. OIL PRODUCTS: Lubricants A state-of-the-art lube-oil blending plant at Taloja (outside Mumbai in western India) – considered to be among the finest lube-oil blending plants in Asia. in the country. Shell is the largest and most diversified international investor in India’s energy sector.

Gujarat. Guajrat Retail • Only international company to be granted and actualise Government of India approval to retail fuel in India till date. Won the “National Award” from President of India in Year 2007 for work with the disabled people as an employer • Technology Solutions • TSA with Reliance. Gas and Power: . products and chemicals to public/private sector oil companies. CHT.• Plant capacity is 50. • License for 2000 fuel retail stations.000 tonnes per annum LPG • Focused on Commercial and Industrial segments in Maharashtra. and IOC. Catalyst sales • Trading • Major Private Sector supplier of crude. • 120 ktpa LPG import terminal at Pipavav and a filling plant at Kheda.

• Shell aims that its business activities should contribute towards benefiting communities. • FINANCIAL SHARED SERVICES • Located at Chennai. projects. To deliver high-end technical studies.5 million tonnes of LNG per annum. Capacity 2. and services for Shell worldwide. THE SHELL FOUNDATION an independent UK based charity in India . Bulk container port under development at Hazira • TECHNOLOGY • Located at Bangalore. • Shell in India is also active in the area of road safety. • The Shell India contribution to mainstreaming the disability movement in India is widely recognized – creating role models in this sector by means of the Shell Helen Keller Awards.JV between Shell (74%) and Total (26%) • • Hazira LNG receiving and re-gasification terminal. Start-up: mid-2008 • CORPORATE SOCIAL RESPONSIBILITY • All Shell companies in India invest in community development as a part of their commitment to Sustainable Development. plus supporting interests in India.

Free oil change for two wheelers on purchase of lubricants.000 households and 195 entrepreneurs. 7.5 million across seven programmes. • Excelerate small medium enterprise program supporting barefoot entrepreneurs in energy and transport. ERP & CRM implementations at Company level. Introducing windshield cleaning for four wheelers. Establishing new Fuel Stations at Convenient Locations. • Programmes undertaken include household energy and health. • Trading Up organic farming and fair trade label practice to build sustainable livelihoods in the Kutch district (Gujarat) Orissa. Introducing convenience stores in fuel outlets for the customers. Automation of Fuel Dispensers. energy access & sustainable livelihood programmes for poor communities. 2. Launch of New Products. Services provided apart from Re-fueling:1. 4.19. 6. Marketing for Brand Recognition. 9.• • Has committed USD7. 8. Introducing different brands of fuel. . 5. Current Impact – more than 1. • Breathing Space reduction in indoor air pollution through smokeless chulhas in Maharashtra and Bundelkhand. 3. Related Goods & Services.

Reliance Petroleum Limited: Reliance Petroleum Limited was set up by Reliance Industries Limited (RIL). Singapore. one of India's largest private sector companies based in Mumbai. a wholly owned subsidiary of Chevron Corporation USA (Chevron).000 barrels per day). . RPL is subsidiary of RIL. and has interests in the downstream oil business. RPL also benefits from a strategic alliance with Chevron India Holdings Pte Limited.from very light to very heavy (from 18 to 45 degree API) and from sweet to very heavy (with sulphur content from 0 to 4. which currently holds a 5% equity stake in the Company. Jamnagar Refinery: Refining activities of Reliance Industries Limited are carried out at the Jamnagar refinery complex with refining capacity of 27 million tonnes per annum (540.The refinery is able to process a wide variety of crudes.5%).

It will have a complexity of 14.000 per barrel per day and compares very favourably with the average capital cost of new refineries announced in recent years.000 to 20. Retailing in India: Reliance Industries Ltd has moved ahead with its petroleum retailing plan and set up a network of 500 outlets by the end of 2003.9 million metric tonnes per annum.0. The Company was granted marketing rights for setting up 5. The low capital cost of RPL becomes even more attractive when adjusted for high complexity of the refinery. The International Energy Agency (IEA) estimates the average capital cost of new refinery in the OECD nations to be in the region of US $15.849 petrol pumps across the country. The polypropylene plant will have a capacity to produce 0. The refinery project is being implemented at a capital cost of Rs 270. using the Nelson Complexity Index. .000 barrels (92.000 per barrel per day. With an annual crude processing capacity of 580. ranking it amongst the highest in the sector. The secondary processing units are commissioned and the entire refinery complex is expected to attain full capacity shortly. RPL will be the sixth largest refinery in the world.000 million being funded through a mix of equity and debt. This will give them two more refineries and 800 service stations in Australia.RPL commenced its crude processing on 25 December 2008.000 m3) per stream day (BPSD). This represents a capital cost of less than US $10. Expansion: Reliance petroleum is in the process of purchasing the downstream business of Mobil in Australia.

"There would be acceleration in the non-fuel business in the retail outlets. The company was largely focusing on the highways for opening its retail outlets." said Mr. the overall impact of competition on the customers will be very good. Only some outlets in different locations of the country are operating now. As far as customer acquisition is concerned. The company had roped in overseas consultants Tattersfield Minale and Flying J for designing the retail outlets.000 applications for land from across the country for setting up retail outlets. The petroleum retail business of the company was put on a fast track after the launch of Reliance Infocomm. Chaturvedi of RPL. Initially the company got the sales which made the PSUs to worry about the future of them in the sector. . Reliance petroleum came up with the slogan that private players should also be given subsidies in order to provide fuel at the cost which PSUs sell. But later on the company stopped its operations due to APM and competitive subsidized prices of PSUs and other factors. The company had invited applications in the month of August 2002.The company has received close to 50. the brand differentiation and a fuel mix will played a key role in attracting customers in that a competitive scenario.

land titles in India tend not to be clear. While there does not appear to be any imminent movement on the government’s approach to fuel pricing.RETAIL SITE HEADACHE Securing prime retail sites is also a headache. the outlook for newcomers is starting to improve. following the model that prevails in Europe and North America. Real estate prices remain high and the process of acquiring real estate is mired in red tape. fuel retailers in India are gradually adopting the practices already used in international markets. Moreover. and safety consciousness has a long way to go. . However. And construction can be challenging – schedules aren’t adhered to. India is likely to follow in the same direction. which plays to the strength of newcomers who are building their networks from scratch. As long as market forces do not determine prices and subsidies to NOCs continue. especially in cities. quality needs to be closely monitored. and there is an overall cultural shift towards greater professionalism in Indian business. This could allow the government greater room to introduce free pricing. the economy in general is moving towards greater deregulation. Meanwhile. these companies will have an advantage. leading to delays. Fuel retailing in other parts of Asia. Government policies are becoming increasingly liberal and market-driven. the pace of change and the speed with which newcomers gain a foothold in the Indian market still depend largely on government policy. Tax reform promised in 2010 could significantly improve the outlook for private players in the oil sector through a simplified indirect tax structure. has moved towards providing convenience stops for customers. such as Singapore. However.

There has been no Customer Relationship Management program followed at a Fuel Retail Station anywhere in the world for various reasons. Few Driveway Attendant’s. 2. 6. Reasons for NO CRM at Fuel Retailing Stations: 1. (Western Countries Usually) 7. High Cost of Implementation. connecting to suppliers and distributors but not at all the END CONSUMERS. Lower Margins on sales. 5.RETAILING BUSINESS The definite answer would be NO. Huge Customer Base. . Customization not possible. CRM a pretty new concept to be tested. 4. but a significant change has been observed with Oil Companies which are into retailing going in for ERP & CRM implementation in the organisation but restricted within the company. Geographically Widely Spread. Sales Boost not predicted in developed countries. 3. 8.CRM PRACTISE IN PETRO.

The main reason for choosing this sector is that. A closer look at these segments tells us what exactly a consumer is looking for whenever he goes to a fuel station to purchase fuel. He looks forQuality & Quantity assurance Quick filling and efficient forecourt service Rewarding loyalty Premium fuels Cashless transactions Non-fuel services . CONSUMER’S INCREASING EXPECTATIONS With growing competition in the petro-retailing sector. To bridge the gap between the customer & the dealers so that an effort is being made to make a customer a brand loyal. today’s consumer is becoming more and more demanding. there is not such of customer relationship is being maintained with the bunks & the end user as such. The emergence of new psychographic segments in petro retail market bears the testimony to this fact.THE NEED FOR CRM AT FUEL STATIONS IN INDIA This project is exclusively done on leading petrol bunks in the city of Hyderabad. Nizamabad and on NH-9.

Building PFS. However. While the PSUs have added more than 3000 retail outlets to their network in last three years since deregulation. both existing and new entrants. Shifting focus from the urban to highways and sub-urban areas. Given today's open & competitive environment. From executive level sales management to intermediary supervisory cadres.700).NEW PLAYERS IN PETRO-RETAIL SECTOR The deregulation of the marketing sector has led to the grant of marketing rights to Reliance Industries (5. we can say that with 30. From fuel dispensing to multi product selling. From direct controls to third party audits – these certifying agencies require their own infrastructure.849). oil marketing companies. Anticipating the immense competition ahead in the petro retailing. are going full steam ahead to capture the largest share of the pie. Club HP. the private players have added only a little over450 retail outlets. Q&Q as a brand. Essar Oil (1. From dealer proprietor to reputed companies from other sectors making forays into petro-retail management. ONGC (1. and Shell (2. More communication with the customers in the media and onsite. there is going to be a downward pressure on profit margins and revenues per outlet which will push the industry to reinvent itself.110). the existing oil marketing companies has geared up and the following are the changes that have occurred in recent past since the deregulation of downstream oil industry. .000). up by 30% from today.000 petrol retail outlets expected in the next 5 years. From commodity selling to brand marketing.

Consolidation or a sure path to increase customer loyalty by higher customer satisfaction & increasing brand value through future vision thinking. 11. Introducing different brands of fuel (Power. Free oil change for two wheelers on purchase of lubricants. 5. 15. 6. Super. and all other necessary facilities.And in order to reinvent. INITIATIVES TAKEN SO FAR Strict Implementation of Programs to avoid Fraud’s. ATM. Revamp of Old Outlets. 91 octane). 16. Xtramile. Launch of New Products & Related Goods & Services. 12. Introducing windshield cleaning for four wheelers. Introducing convenience stores in fuel outlets for the customers. Bill payment drop Boxes. 17. 14. Establishing new and remodeling old outlets on highways with food courts. . 7. 9. Insurance renewal stalls. 1. Vehicles wash and wheel alignment facility in some outlets. Loyalty cards (not widely used). 8. Automation of Fuel Dispensers. 13. 10. 2. Tie-ups with different stores and hotel. 3. 4. Marketing for Brand Recognition. ERP & CRM implementations at Company level. the industry will either face cut throat competition. Establishing new Fuel Stations at Convenient Locations.

Hence the pressing need is to put in place a technology enabled CRM solution. and be able to generate customized reports and promote cross selling. THE CRM ROAD MAP:CRM is viewed as a discipline as well as a set of discrete software technologies. To begin with it will automate process-flow tracking in the product sales process. . tracking. It should allow engaging in one-toone marketing by tracking complete customer life-cycle history. From an architecture perspective. It will also enable efficient campaign management by providing a software interface for definition. etc – so as to allow to carry out cradle-to-grave customer management more efficiently. sales associates. which will focus on automating and improving the business processes associated with the customer – face –to-face. execution. the enterprise-wide CRM solution should seamlessly integrate non-transactional related customer information housed in the front-office with the transactional information housed in the back office. and analysis of campaigns. telephone.It is believed that a true customer centric relationship can only be accomplished by considering the unique perspectives of every single customer of the organisation. Call Centre. web.

 Prioritizing Changes. This analysis essentially compared current stage against optimal relative to the five aspects of business. Develop and Customize. . to identify and specifically describe the gaps. Successful customer retention is based very simply on the organisations ability to constantly deliver on three principles:  Maintain interaction. Interact and Deliver. Acquire and Retain. 3. therefore many changes that an organisation will need to make. 4.IMPLEMENTING CRM A very detailed and comprehensive CRM action plan was developed based on the understanding that CRM will require enterprise wide transformation.  Deliver on customer’s value definition. be alert for the changes and be prepared to modify the service and value proposition as they change. THE CRM BUSINESS CYCLE:1. never stop listening to customers. Understand and Differentiate. all focused on CRM. The next step in the planning process was a Gap Analysis. 2. because there might be many gaps. Interviews with key individuals throughout the organisation helped identify different initiatives that have been launched. prioritization is critical. Remember that customers change as they move through differing life stages.

The plan should identify interdependent activities and should comprehensively detail the time and resources required for each activity.The evaluation of each of the strategies identified to resolve the gaps are based on: Cost to implement – including initial onetime costs. . Time Required – including the time necessary for training and addressing “cultural” change management issues related to a specific strategy. Creating an Action PlanThe next step in the planning process is the development of a very detailed action plan. While the complete plan might span three or more years. resource skill sets and a number of other factors. Feasibility – based on the organisation readiness. as well as anticipated ongoing expenses. data and systems support. This part of the action plan helped assess the drivers and restraints of change and the organisation’s readiness to assess the change. Overall benefit – some changes may have higher impacts on an organisation’s ability to increase customer value and loyalty. Advancing on the CRM transformation map required significant organisation change. it is based on three-month phases with clear deliverables that will demonstrate both progress and quick hits or measures of success. Another key factor for the planning process is the Leadership Action Plan.

etc. A detailed Request for Information (RFI) was sent to each of the shortlisted companies. From whom to buy: Some Criteria included were CRM expertise. and if not. Scalability. reference calls were made to several of the past clients of all shortlisted companies. Flexibility. Fit with existing architecture. Retail Finance Experience. place of distribution. promotion. Some of the key issues were: Make or Buy: . After short listing two product vendors and system integrators. LESSONS FROM THE OTHER COMPANIES EXPERIENCE:If CRM involves optimizing product. After receiving the RFIs. another round of evaluation was done. why are so many companies struggling? Hasn’t anyone really mastered the art and science of CRM. Credentials including financials. several opportunities for improvement maybe identified and implemented. Some criteria were Functionality. why is it so difficult? . etc. price. PROCESSES:All processes are mapped on to product by understanding the details.The decision to buy was based on an evaluation of an identified set of criteria. client list. life history.Selecting and Implementing a Technology Based Solution:The successes of the CRM initiatives were contingent on various decisions pertaining to technology. sales and service. was decided to purchase an off-the-shelf CRM solution and customize it to suit ICICI’s requirements. During the course of the process mapping.

CRM is difficult because it is an enterprise wide initiative:CRM is not a technology initiative. The sales-force. and that is necessary for effective CRM.Many have confused CRM as a technology initiative. customer service is one functional aspect of successful CRM implementation. Having even one “broken spoke in the wheel”. CRM involves marketing. . and technology. CRM is not exclusively a service initiative. one area of the organisation that is less than committed to CRM. can make the difference between success and failure. CRM requires marketing experience. CRM is not exclusively a sales initiative. as well as the other inner workings of the organisation. CRM is not exclusively a marketing initiative. Sales. and trying to fulfill them. data driven marketing efforts. and assigned the CRM implementation project to their information system or information technology group.Many organisation have merely equated CRM with customer focused marketing. after all. CRM conferences often equate to technology exhibits and demonstrations. But CRM is strictly not a marketing initiative. But customer service is not the sole driver of the process. sales.Similar to marketing.As with sales and marketing. is just one functional area that can benefit from CRM. service. is extremely close to their customers understanding their needs and wants. Technology is needed in order to implement CRM – particularly the customization part – but technology is not the driver of CRM. however. or datadriven/database marketing. or the solution to successful CRM implementation. CRM is often lodged within the sales department. CRM results in more effective.

a lead of various Primary.SURVEY In order to get a real outlook regarding a need for CRM implementation at Retail Fuel Stations. Onsite survey: 200. SAMPLE SIZE: 1. 2. . Secondary Research & Methodologies has been designed. • Enterprise Policies. • Interviews. • Observation. • Feedback. • Statistical Tools. • Marketing Concepts. Some Parts of the Lead being: • Questionnaire. Off site survey: 150.

B. c. 3. 4. J) Food Court L) If any other. c) Vehicle Oil. Vehicle Water Servicing. h) Insurance renewal. THEN WHAT___) .A curriculum this project is done) 1. Which Fuel Station do you usually go to get your vehicle refueled? _______________________________________________________________ 2. b) More than One less than Five. e. Do you visit? a) Only One Fuel Station. e) ATM. k) Rest Rooms b) Tyre Air Pressure Check. Quality of Fuel. (Service Rendered). What all services do you like to avail at the Fuel Station? a) Only Vehicle Refueling. Pollution certificate. Driveway Attendants. i). g. Close/ on the way to your Residence / Office. Specify______________ b. c) Any fuel station. Other Services (IF. g) General Clean Up . d) Convenience Store. What is the reason for selecting the Fuel Station? a. Have Loyalty Card.CUSTOMER FEEDBACK OFF – SITE CUSTOMER SURVEY (As part of my M. d. f) Vehicle Water Servicing. f. All the Above.

Do you prefer any other services to be provided in the petrol station? a) YES c) No Idea 8. What is the usual Mode of Payment? a.5. Do you trust upon the Fuel Quality & Quantity purchased by you at Fuel Station of your Choice? a) YES c) NO b) MAY BE d) Does not Matter 7. Do you find any difference in the Quality of Fuel at different Fuel Stations? a) YES b) NO b) NO 9) Do you think there is necessity of changing any service or the infrastructures of the retail refueling stations please say in few sentences . Credit / Debit Cards d. Petro Cards 6. Special Credit cum Loyalty Cards b. Cash c.

PUC. j. Convenience of Location. Provision of Loyalty Benefits. Fuel Consumption per Month: Avg. Tire Air Pressure Check etc. Predicted Age Group: . b. i. e. Prioritize your Needs for Selecting a Fuel Station? (From 1 to 10. Vehicle Water Servicing. Quantity & Quality of Fuel. 1 Being Top Priority) a. g. Service/ Self employed Vehicle Held: Avg. Driveway Attendants. f. h.10. Variants of Fuel. Service/ Pvt. ATM.} k. c. Others (Please Specify and Rate) _______________________________ PERSONAL INFORMATION:NAME: EDUCATION:- Profession: Govt. Other related Products & Services {Oil. Free Glass Clean Up. Convenience Store. d.

Are you satisfied with the services that are rendered to you here? a) YES b) NO c) Partly satisfied 4. Convenient Location. Quality & Quantity of Fuel. Do you believe in the Quality & Quantity of Fuel that is provided in here? a) YES b) NO c) Can’t Say 5. 2. BHARAT PETROLEUM (Tarnaka). Good Drive way Attendants. Refuel was required on priority. Other facilities attract you towards this station? a) YES b) NO c) MAY BE 6. Others_____________ 3. Do other services like Car wash. 5. Any suggestions to improve the facilities here? ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ . BHARAT PETROLEUM. How many times per Month? 2. HP. Brand Name. Driveway Attendants. 4. 6. 1. IBP (NIZAMABAD). 3. Convenience stores. Do you often Visit this Fuel Station.ON SITE CUSTOMER SURVEY SHELL STATION (Uppal). Why do / did you visit this petrol station? 1. BP (NH-7).

What is the Station’s major Factor making customer drive in? 2.QUESTIONNAIRE TO THE MANAGER 1. Do you maintain complaint book? 7. Do you think implementation of CRM will bring change in the Sales? 9. Does customer come here only for refueling or any other service? 6. How much usual storage of extra fuel is always there at station? 4. Do you think additional services or Value added services attract customers? 8. What extra services do you provide for your customers? 3. What are your strategies to attract customers and make them drive-in? . What is Max Storage of Fuel at the station? 5.

“The margins in this sector are very low so implementation of customer satisfaction programs is less. ambience. we in drive customers who are loyal to our fuel station one of them get services from us since 31 years. quality of fuel. and safe parking place makes us enter petrol bunk as now a day we see many truck steal incidents. good attends. “We travel away from home to different places across India. starts If company implementing the CRM that more much would give advantage to the outlets” We are providing much better service than other competitors and customers are receiving that. should Companies which card introduce functions across India in all stations so that we need not carry cash for fuel” INTERVIEW SHELL FUEL STATION. cook and bath in places like petrol bunks or dhabas. UPPAL IMAGE NOT TARNAKA FILLING STATION Bhadur singh Truck driver AVAILABLE MANAGER MANAGER .” price “Artificial monitoring of the government in public sector oil companies is giving tough competition to us. vehicle wash and wheel alignment. in Good facilities petrol bunk for cooking. we rest. this price Once monitoring is removed we will provide many more services to our customers. air cooled driveways in summer along with air filling. our key factors are spacious outlets. bathing. convenience way drive stores. Good visibility from distance results have in. our fuel is not subsidized hence cost is little more than them. In our outlet we provide cold water. our fuel is high quality.

I being mechanic deal with different vehicles. fuel is the important vehicles determines factor that performance and life. toilets and drinking water should provided be in compulsorily outlets. fuel quality should be improved in outlets. Vehicle Mechanic Mahender Yadav Ram Das Shop owner . The payments are on credit basis will be paid per month. being a small office and town it is much more in big cities. if there is tie up with the company across the state same companies outlets are used and also payment will be directly from central head office. Customers ask us for better fuel stations but that cannot be suggested easily. The fuel station depends upon the local department and influences. Sanitary Inspector. I am employ in Municipal is a which Corporation government department. uses My department nearly 75 ltrs a day. Lubricants and coolants should be made available in highway outlets in required they are because emergency. Venkateshwar Rao I refuel my and vehicle daily quality differs from outlet to outlet I like to refuel my vehicle at IBP amberpet as I quality trust the there I refuel in same four bunk since years. NMC. A. Air check and other facilities are properly not maintained properly in outlets. our vehicles get refueled in local petrol bunks through local tie ups. We purchase lubricants from dealers not fuel stations because they offer at discount prices but not in fuel stations if some tie up system is available in outlets we obviously purchase from outlets.

J Software Engineer . Cashless service should be provided and outlets should be designed such that a person can do other works apart from refueling. Many more services can be provided in outlets. should benefits Loyalty provided and should be attractive be When such good offers are provided in other retail sector why not in fuel retailing. There is nothing like improvement in this sector except number of outlets and the colourful outlets. PUC services should be provided and renewal should be intimated. it would be better and convenient to us. B. If CRM is implemented in fuel stations or companies that will be fetching for companies and also helpful for customers. the driveway attends should be trained to be polite and customer friendly. Convenience stores…). Nagaraju Karthik Rao. my trucks travel across India. My trucks need to be refueled in different parts of the country if cards are provided by a company which may be prepaid or credit basis using which my trucks can be refueled in the outlets of the company. Insurance renewal. Sree Transport Co. which are not extensively in use. Also there should be something which says where the nearest outlet is maybe a route can be planned and outlets in the route are given or a call centre to assist. I got some fleet cards or loyalty cards. (ATM.I am the owner of a transport company.

(27) e) ATM.B. Close/ on the way to your Residence / Office.(74) e.(44) J) Food Court.(127) d) Convenience Store. (28) h) Insurance renewal.(78) g) General Clean Up . Quality of Fuel.CUSTOMER FEEDBACK OFF – SITE CUSTOMER SURVEY (As part of my M. What are the reasons for selecting the Fuel Station? a. Which Fuel Station do you usually go to get your vehicle refueled? ANS) Not particular but nearby home or office. (39) 3. some are particular about (quality) 2. Driveway Attendants. What all services do you like to avail at the Fuel Station? a) Only Vehicle Refueling.A curriculum this project is done) 1. Have Loyalty Card.(62) c) Vehicle Oil. Specify__(none) . (37) c) Any fuel station. (39) f) Vehicle Water Servicing. (Service Rendered). Vehicle Water Servicing. (104) d.(32) highway L) If any other. THEN WHAT_)(none) b) More than One less than Five.(43) f. All the Above.(10) g.(49) b. Do you visit? a) Only One Fuel Station. Other Services (IF. (78) k) Rest Rooms (7) b) Tyre Air Pressure Check.(36) c. (52) 4. Pollution certificate.(67) i).

First aid Kit. Do you find any difference in the Quality of Fuel at different Fuel Stations? a) YES. Ambience should be good. (132) c) No Idea. (Different suggestions of customers) . (22) b) NO. (8) 9) Do you think there is necessity of changing any service or the infrastructures of the retail refueling stations please say in few sentences? Automatic fuel dispensers should be installed in every bunk. (128) b) NO. Cash. Drive way attends should be polite. (11) b. Do you prefer any other services to be provided in the petrol station? a) YES. (10) 8. Drive ways should be good avoiding muddy ways. Hygienic toilets.5. (98) c. (8) 7. Fuel shortage should be avoided. (94) c) NO. STD PCO. Do you trust upon the Fuel Quality & Quantity purchased by you at Fuel Station of your Choice? a) YES. (10) b) MAY BE. Wind shield cleaning and other services. (22) d. Petro Cards (19) 6. (38) d) Does not Matter. Convenience stores and ATM’s in necessary places. What is the usual Mode of Payment? a. Cashless service. clean drinking water. Credit / Debit Cards. Special Credit cum Loyalty Cards. Air filling and PUC should be in every bunk.

(10) j. Others (Please Specify and Rate) Insurance (3) Ambience (45) Depending upon the first. or 3rd preference is given one point. Provision of Loyalty Benefits. 2nd. (95) b.10. Convenience Store. Quantity & Quality of Fuel. The option which gets 1st. (74) d. (30) e.} (78) k. Other related Products & Services {. (34) h. Convenience of Location. 1 Being Top Priority) a. PUC. Prioritize your Needs for Selecting a Fuel Station? (From 1 to 10.(67) g. Vehicle Water Servicing. (40) c. second and third order of preferences the weightage is assigned to the above preferences. (46) i. . Tire Air Pressure Check etc. ATM. Driveway Attendants. Variants of Fuel. (53) f. Free Glass Clean Up.

(180) 3. BHARAT PETROLEUM. (35) 2. 1. Good Drive way Attendants. BP (NH-7). Any suggestions to improve the facilities here? Loyalty benefits should be provided.ON SITE CUSTOMER SURVEY SHELL STATION (Uppal). HP.5 to max. . Do you believe in the Quality & Quantity of Fuel that is provided in here? a) YES (164) b) NO (4) c) Can’t Say(32) 5. Driveway Attendants. Brand Name. Do other services like Car wash. Do you often Visit this Fuel Station. and Service should be faster. How many times per Month? ANS) min. Refuel was required on priority.10. BHARAT PETROLEUM (Tarnaka). Other facilities attract you towards this station? a) YES (178) b) NO (7) c) MAY BE (15) 6. 2. Convenient Location. some only once. IBP (NIZAMABAD). (22) 6. (40) 4. Why do / did you visit this petrol station? 1. Are you satisfied with the services that are rendered to you here? a) YES (79) b) NO c) Partly satisfied 4. (73) 5. Customer benefit programs should be conducted. Others_____________ 3. Convenience stores. Quality & Quantity of Fuel.

quick service. 4. wheel alignment. How much usual storage of extra fuel is always there at station? A) 1 ½ days (B P Tarnaka). easy approach. air check. Quality and Quantity. (IBP Nizamabad) 3. ATM (B P Medchal). four wheeler windshield cleaning. fleet card.(Shell) 2. 5. Quality and quantity. response to customer immediately. Parking. parking facilities. 4. Pure drinking water. Confidential (others). two wheeler oil check and change free. 4. air cooled driveways (in summer).QUESTIONNAIRE TO THE MANAGER 1. What extra services do you provide for your customers? A) 1. V-care. service. What is the Station’s major Factor making customer drive in? A) 1. credit card. petro-card. Pure drinking water. free air check up. Quality and Quantity. Location. good ambience. (B P Tarnaka) 3. (IBP Nizamabad) 2. (H P Medchal). Quality and quantity. 5. What is Max Storage of Fuel at the station? A) 3 days (B P Tarnaka). (B P Medchal). None. attached food court. Confidential (others). cold drinking water. service (shell) 2. visibility from distance. Convenience stores. Quality and quantity. 3. . highway services.

. Any more measures taken to increase customer satisfaction at your fuel station? A) Campaigns for safety. None (others). but companies should take initiative... (Shell). Do you maintain complaint book? A) Yes (all) 7.5. kids and etc. Do you think additional services or Value added services attract customers? A) Yes (all) 8. Do you think implementation of CRM will bring change in the Sales? A) Yes (all). Does customer come here only for refueling or any other service? A) Yes (all) 6. 9.

Customers are loyal to the retail outlet but when the case of the people who travel extensively is considered many of them are using less than five outlets.ANAYLSIS Analysis of customer loyalty towards Fuel stations:- Depending upon the second question in the offsite survey the answer are quantified and represented in graphical format. Outlets should be available at all major locations or periodically at some distance. 3. The above graph clearly shows that the customers are loyal in good number and can be made loyal and retained with good strategic efforts. 2. 1. . these people can be made loyal to the brand or company.

Loyalty cards play vital role in driving in customers but awareness about loyalty cards and its use is less... nearby office or home etc.Analysis of the reason for choosing a fuel outlet:- Depending upon the third question in offsite survey and second question in onsite survey the answers are quantified and represented in graphical format. 4. Behaviour and response of driveway attendants is important as customers directly interact with them. Hence Q&Q should be maintained properly across the outlets compulsorily. setting up an outlet at every location is costly but care can be taken so that outlets are in periodical interval. 3. Polite and kind behaviour of driveway attends attract customers. The major factor that influences customers drive into the fuel station is quality and quantity (Q&Q). So loyalty cards should be promoted and good loyalty benefits should be provided. . 2. 1.e. Second factor is convenient location to them i.

Analysis on services expected by customers in fuel stations:- Depending upon the fourth question in offsite survey and fifth question in onsite survey the analysis is done. convenience stores should be placed in highway outlets majorly.5. Tyre air check up is expected to in outlet by major number of customers. 1. Possible services can be provided. and insurance renewal in the priority these should be made available in selected outlets. PUC. PUC to be in the outlet. convenience stores. insurance renewal. Non fuel services like water wash. General cleanup. . Next priority is given to ATM. This graph clearly says that customer expects many non fuel services from the fuel stations. 3. etc also play important role as customer can get many works done at same place. ATM. Then comes convenience stores. 4. 2.

Major payment mode is cash in the fuel stations. 1. vehicle wash. on highways lubricants and food courts can be placed. Next place is of credit and debit cards. Next priority is for vehicle lubricants. customers growing intrest in cashless tractions is resulting in this change.5. food court where vehicle wash and lubricants should be made available in cities. Companies tie-ups with . Analysis of the payment modes of customers:- Depending upon the fifth question of offsite survey the answers are quantified and represented graphically. 2.

3.banks also boosting this transactions (HP. Analysis about the trust on the quality of the fuel:- Depending upon the 4th and 6th question in onsite and offsite questionnaire the analysis is done 1. People trust on the Quality and Quantity of the fuel provided.ICICI Bank). 3. Companies and Outlet dealers should assure Quality and Quantity. This transactions will increase in future. Hence we can say that it plays important role in retention of customers. Their service is available only in few outlets. 2. Payments with loyalty cards and petro-cards is less because awareness about them is less. .

According to above chart it is seen that quality and quantity play important role. 5. 6. Quantity is major issue in the fuel outlets the dispensers are tampered and altered. Quality is other issue in outlets where petrol and diesel are contaminated by kerosene and some time thinning solvents.4. this should be avoided. Analysis about the priorities in selecting fuel stations:- Depending upon the 10th question in the offsite question paper analysis is done 1. . The primary need of a customer in fuel outlet is refueling so it should be provided with good quality. 7. Customers are loyal to outlet or a brand for its Quality and Quantity. this should be strictly avoided and companies should take care and inspect.

Then location. . ambience also play key drive in factors.2. ATM. play important role. PUC and air check. 3. Now a day’s all the companies are providing Quality and Quantity assurance so now all the other factors in the list come into picture and will constitute to the drive in factors. Glass cleanup. 4.

INFERENCE FROM THE SURVEY .

But these fuels are more or less same with slight variations in the chemistry. corporate branding is what on the cards in the future of petro-retailing.SUGGESTIONS TO THE OIL RETAILING FIRM & RETAILERS: FUTURE VISION 1. with high investment in R&D. there are so many branded fuels of different oil companies in the market like Speed (BPCL). at the same time Retail Outlet branding was initiated and PFS (Pure For Sure). Shift from retail outlet branding to corporate branding. However. But still the oil companies have not found the way how to make a customer say pointing towards a Retail Outlet that as this outlet belongs to a particular company. Turbojet (HPCL). consistent efforts make them taste success with the advent of branded fuels such as Speed. it will be the best in Q&Q and others concerns. 97-octane petrol. Ever since the market was deregulated. 3. Also. Emergence of non-fuel services as a major activity at retail outlets The dismantling of APM has removed the privilege of assured returns from the PSUs and thus. Xtrapremium etc. it has increased pressure on their margins. as to . Xtrapremium (IOCL) etc. However. the oil companies are busy in bringing the branding concept in petro-retailing which was a commodity market for years with no differentiation. Today. Also. In other words. 125-octane petrol etc. There is not much options to choose among. 2. things are not going to remain same and very soon we will see a full range of premium branded fuels like 93-octane petrol. there is a lack of product assortment in this business of branded fuels. Offer of range of premium branded fuels. Club HP and Q&Q outlets came into existence.

the changing face of the Indian consumer is one of the main reasons behind the non-fuel services in petro-retailing. Hence in order to maintain the throughput. Drivetrack (HPCL). Attempt by all players to drive volumes to retail sites In order to saturate the market before the private players can consolidate network. withdrawing cash from his bank. he is looking at a one stop solution to all his needs – buying groceries. right now many such loyalty programs are being run by the petro-retailers like Smart Fleet (BPCL). Since the base product is same. renewing his insurance cover. However. Today. On the other hand the driver on the highways is seeking a clean and hygienic place to relax and freshen-up. obtaining Pollution Under Control Certification and of course filling fuel in his car. all players will strive to drive volumes to their retail sites. 4. In the last three years. . service his vehicle and have a good meal at the restaurant in the pump. However. the differentiating factor would be the non-fuel services.compete with the private players. these programs are mainly focused at the bulk consumers and the small consumers are left unnoticed more or less. it is imperative to make huge investment in the services being offered at the Retail Outlets. 5. But in future. who are with deep pockets. the PSUs have added more than 3000 outlets to their network. Petrocard (BPCL) and others. making utility payments. Loyalty programs an integral part The immense competition will make loyalty programs an integral program of the day to day functioning of petro-retailing. the PSUs are vigorously setting up new outlets. Also. Xtrapower (IOCL). Transconnect (Reliance). grabbing a quick bite. it will reduce the throughput per Retail Outlet in long run. Of course. there won’t be such differentiation and loyalty programs will be there for every segment of consumers.

retailers need to develop a sustainable non-fuel model which should synergize with core fuel business and not detract. In the pipeline. Essar & Shell is a glaring example of this. Dealer Management. Leveraging automation and communication for enhanced offerings In the wake of the increased customer’s expectation. However. petro-retailers will have to take a look into the retail skills they have and accordingly have to make adjustments in that. taking examples of foreign experiences. Alternate sources of Revenues The growing competition will increase pressure on margins and therefore. To taste success in this. the picture has changed. Adoption of New Retail Skills In the changed scenario. 7. fuel delivery management and fleet management systems that help customer selfservice. network planning. dynamic pricing. 9. Competition on price Price was till recently not a differentiating factor in Indian market because prices were same for all the companies. Proposition/Brand Management. aggregated data management system. In the future when the market determined pricing mechanism will come into full effect. we will see the focus of competition shifting from Q&Q to price. in future. the retailers will seek for alternate sources of revenue. there is a slew of automation infrastructure solutions ranging from integrated point of sale terminals. retailing of petroleum products is going to be very sophisticated and highly modernized.6. 8. are some of the skills that should be incorporated to succeed. with private players coming into the market. Partner Management. strategic foresight is one thing but what matters most is . Site Operations Management. demand forecasting and so on. Network optimization. Customer Relationship Management etc. However.

the superior execution of those strategies and this is the factor which shapes core competency for a company that is hard to replicate by the competitors. .

Ministry of Petroleum & Energy. www.com 7. DELHI. BP & IOC Fuel Stations. Managers at HP.e-retail. 12. SHELL. www.ril.google.BIBLOGRAPHY 1. 10.co. IBP.com 6.com 4. www.com 5.bharatpetroleum. . www. 11. www.com 9.com 8. www.managementparadise.businessline.Whole Hearted Response of Customers. www.University of Petroleum & Energy Studies.com 2.in 3.shell.wikipedia. www.

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