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Final Copy of Summer Internship Bharat Petroleum Corp LTD
Final Copy of Summer Internship Bharat Petroleum Corp LTD
ON
“REQUIREMENTS OF LUBRICANTS IN
SPONGE IRON STEEL & ANCIALLARY
INDUSTRIES AND BAZAAR (RETAIL)
POTENTIAL ASSESMENT.”
AT
PREPARED BY
MR.PRATICK RANJAN GAYEN.
ENROLLMENT NO. 08DM070.
BATCH 2008-2010.
BHUBANESWAR, ORISSA.
3|Page
CONTENTS
CERTIFICATE.
DECLARATION.
ACKNOWLEDGEMENT.
ABSTRACT.
PART 1
INTRODUCTION
1.1 COMPANY PROFILE.
1.1. A. BRIEF AND HISTORY.
1.1. B. ORGANISATIONAL STURTURE.
1.1. C. MARKETING.
1.1. D. FINANCE & ECONOMY.
1.1. D. HUMAN RESOURCE.
1.1. E. OPERATIONS.
1.1. F. RESEARCH AND DEVELOPMENT.
1.2 INDUSTRY PROFILE.
1.2. A. THE LUBRICANT MARKET.
1.2. B. BRIEF ABOUT THE COMPETITORS.
PART 2
OBJECTIVES, SCOPES, RESEARCH METHODOLOGY, DATA
ANALYSIS, FINDINGS AND CONCLUSIONS.
2.1. OBJECTIVE OF THE STUDY.
2.2. SCOPES AND LIMITATION.
2.3. RESEARCH METHODOLOGY.
2.4. DATA ANALYSIS.
2.4. A. INDUSTRY (BUSINESS-TO-BUSINESS).
2.4. B. RETAIL MARKET (BAZAAR).
2.5. FINDINGS AND CONCLUSION.
ANNEXURE.
INDUSTRY (BUSINESS TO BUSINESS).
RETAIL MARKET (BAZAAR).
REFERENCES.
4|Page
CERTIFICATE .
5|Page
DECLARATION .
6|Page
ACKNOWLEDGEMENT
7|Page
ABSTRACT
8|Page
where the main target population was SPONGE IRON STEEL &
ANILLARY INDUSTRIES and RETAIL SHOPS selling lubricants to
consumers and end-users. Finally PROBABLISTIC CLUSTERED
sampling was done since every industry and retailers had an equal chance
of being selected.
MAJOR FINDINGS:
9|Page
PART -1.
INTRODUCTION.
10 | P a g e
INTRODUCTION
BRIEF.
HISTORY.
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from primitive hand dug wells in Upper Burma. The search for oil in
India began in 1886, when Mr. Goodenough of McKillop Stewart
Company drilled a well near Jaypore in upper Assam and struck oil. In
1889, the Assam Railway and Trading Company (ARTC) struck oil at
Digboi marking the beginning of oil production in India.
While discoveries were made and industries expanded, John D
Rockefeller together with his business associates acquired control of
numerous refineries and pipelines to later form the giant Standard Oil
Trust. The largest rivals of Standard Oil - RoyalDutch, Shell, Rothschilds
came together to form a single organization: Asiatic Petroleum Company
to market petroleum products in South Asia.
In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil
Company - an active producer, refiner and distributor of petroleum
products, particularly in Indian and Burmese markets. This alliance led to
the formation of Burmah-Shell Oil Storage and Distributing Company of
India Limited. A pioneer in more ways than one, Burmah Shell began its
operations with import and marketing of Kerosene. This was imported in
bulk and transported in 4 gallon and 1 gallon tins through rail, road and
country craft all over India. With motor cars, came canned Petrol,
followed by service stations. In the 1930s, retail sales points were built
with driveways set back from the road; service stations began to appear
and became accepted as a part of road development. After the war
Burmah Shell established efficient and up-to-date service and filling
stations to give the customers the highest possible standard of service
facilities.
KEY EMPLOYEES:
PRODUCTS:
I. Petrol
II. Diesel
III. LPG
14 | P a g e
IV. Gasoline
V. Kerosene
VI. Lubricants
SERVICES:
I. Convenience stores
II. ATMs
V. Lubricant top-ups
15 | P a g e
The whole of India was divided into four regions and
further into 22 divisions. Each region was headed by a Regional
Manager who was in charge of all activities within the region and
reported to the Director marketing. Each region had a manager in charge
of each of regional personnel, regional engineering, regional industrial
customers, regional retail, and regional finance. Regional LPG was under
regional industrial customers. The division was the responsibility of the
Divisional Manager reporting to the Regional Manager. He had a
manager each for sales, operations and engineering. Each of these was
responsible for sales, depots and engineering respectively for all the
customer segments.
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customer orientation, low awareness of customer needs and expectations
and slow response.
REGIONAL
HEAD.
REGIONAL
L.P.G.
DIVISIONAL HEAD.
HEAD SALES.
MANAGER MANAGER
MANAGER SALES. OPERATIONS. ENGINEERING.
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CMD
DIRECTOR DIRECTOR
(REFINERIES). DIRECTOR DIRECTOR
(PERSONNEL)
MARKETING FINANCE.
CORPORATE
PERSONNEL
& ADMIN FINANCE
PLANNING
CORPORATE.
COMPANY
SECRATARY
JV HUMAN FINANCE
REFINEERIES
RESOURCE. MARKETING.
CORPORATE
AFFAIRS.
SPECIAL
PORJECT. EDP
LEGAL
AVIATION.
REFINERY
AUDIT
LUBED
CORPORATE. S&D
CORPORATE
VIGILLANCE.
LPG
CORPORATE.
CORPORATE
COMMUNICATION
COORDINATION
SALES
CORPORATE.
INTERNAL
TRADE
E&P
MARKETING.
H.S.E
REGIONAL HEAD.
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CORPORATE STRUCTURE OLD.
CMD.
DIRECTOR
(REFINERIES)
DIRECTOR DIRECTOR
DIRECTOR MARKETING. FINANCE.
PERSONNEL.
CORPORATE
FINANCE
PLANNING
CORPORATE Company
Secretary
JV
REFINEERIES HR
SERVICES.
CORPORATE Corporate
TREASURY
Affairs
SPECIAL
PROJECT.
INFORMATION
HR SYSTEM Legal
CORPORATE.
IT & SUPPLY
CORPORATE
R & D. STRATEGY
Audit
MUMBAI BRAND/CORPORA-
TE
REFINERY. COMMUNICATION
Vigilance
HSE
Coordination
E&P
19 | P a g e
CORPORATE STRATEGY NEW.
1.1. C. MARKETING.
FUELLING AUTOMOTIVES.
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Since 2002, BPCL have introduced new generation branded
fuels Speed, Hi Speed Diesel and Speed 97, being the pioneers to
introduce premium fuel brands in the Country. These specialized
products BPCL launched in line with global trends and keeping pace with
the technological advancements in the automobile industry leading to
introduction of new generation vehicles. Speed brand of petrol contains
multi-functional fuel additives that prevent formation of harmful deposits
and help clean existing deposits, thereby improving vehicle performance.
SPEED has been the market leader in the branded fuels category. 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. To meet the growing
needs of the diesel passenger car segment, BPCL also introduced Hi-
Speed Diesel which is a blend of diesel and world-class multi-functional
additive which uses the internationally renowned Green Burn
Combustion Technology. This multi-functional additive enables the high
performance vehicles to deliver their designed outputs by removing
harmful deposits from all fuel metering systems and components. This
also reduces particle level, black smoke and provides longer engine life.
FOSTERING LOYALTY.
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that rewards the customer with Petromiles every time he fuels. A similar
program, Smart Fleet was launched for Fleet Owners. The SmartFleet
Programme offers the fleet owner an unbeatable convenience, security
and a host of privileges such as cashless transactions, vehicle tracking,
Credit Option for Fleet Owners and Cash Management System.
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AUTO L.P.G.-THE INTRODUCTION OF LPG AS AUTO
FUEL.
With the menace of rising vehicular pollution, use of LPG
as an auto fuel was proposed as a pollution abatement measure. LPG
being a clean environmentally friendly fuel, will reduce air pollution to a
great extent if the vehicles are fuelled with LPG. Bharat Petroleum was
the first Oil Company to take the initiative for setting up of an Auto LPG
Dispensing Station (ALDS) and run vehicles on LPG as a pilot project in
Delhi in October 1999.BPCL today have over 70 Auto LPG Dispensing
Stations (ALDS) in various cities (including metros) in the country.
BRAND MANAGEMENT.
STRATEGY DEVELOPMENT.
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1.1. D. FINANCE AND ECONOMIC.
BPCL is primarily an energy processing and marketing
company and a Public Sector Undertaking (PSU). The central
government of India holds a stake of 54.93% in the company and the
state government of Kerala has a shareholding of 0.86%. Although BPCL
export products to other countries, particularly those in the South Asian
region, BPCL’s focus on their principal and most important market,
India, is unwavering. It is projected that the energy needs and the demand
of the country will increase significantly in step with economic growth.
The demand for oil and petroleum products is also expected to increase
simultaneously. The Planning Commission of India has projected that
demand for oil will increase by over approximately 20% from 2005-06
levels by 2012.To meet the challenge of an evolving and growing market,
BPCL have designed and deployed various strategies that will help us not
only to meet the energy needs but also fulfil their responsibility to
shareholders and contribute towards inclusive growth. BPCL’s revenues
increased by about 12% though Profit after Tax (PAT) decreased by
12.26% when compared to previous years. Their total capital expenditure
was Rs.20.66 Billion for the financial year 2007-08, as compared to
Rs.18.34 billion during the year 2006-07. During the year 2007-08, the
average cost of Indian crude basket was significantly higher than the
corresponding figure of the previous year. Due to volatility in crude
prices, OMCs in India faced a considerable strain in their liquidity.
BPCL’s profits have suffered due to the rising under-recoveries arising
out of subsidies on SKO, domestic LPG, and also Motor Spirit and High
Speed Diesel under-recoveries due to price regulation by the government.
As a means to compensate this, Government of India set up a mechanism
for sharing this subsidy burden. Out of the total under recoveries, one-
third was shared by the PSUs in upstream sector through discounts on
crude purchased, one-third by Government’s Oil bonds and balance by
OMCs. New ideas are also being tested and tried in BPCL’s retail
business, so as to maximize the advantage that they possess by having
established retail outlets spread across the country. As a result of
aggressive marketing, the retail business was able to achieve an
impressive growth of 13% compared to the previous year.
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Starting in August 2002, Bharat Petroleum, under the aegis
of the Public Enterprises Selection Board, in association with the Hay
Group, conducted an empirical research study, the first of its kind, to
identify leadership competencies necessary for Indian CEOs. The study
was conducted under rigorous methods developed at the McClelland
Centre for Innovation and Research at Boston. These included criterion
sampling, Behavioural Event Interviews, expert panels, coding, concept
formation, performance outcome analysis and validation.
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• Ensuring complete logistics and administrative support for
conducting meetings.
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1.1. E. OPERATIONS.
OVERSEAS PROJECTS.
--------------------------------------------------------------------
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People. The feeling of ownership has facilitated all employees to
understand the complexity of the market and needs of the customers, and
respond to these needs with innovative initiatives and offerings.
---------------------------------------------------------------------
SPECIFICATION.
PERFORMANCE.
LONGEVITY.
EFFICIENCY.
OPERATIONAL TOLERANCE.
ECONOMY.
COMPOSITION.
QUALITY.
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Overview Indian Oil operates the largest and the widest network
of fuel stations in the country, numbering about 17606 (15557 regular
ROs & 2049 Kissan Sewa Kendra). It has also started Auto LPG
Dispensing Stations (ALDS). It reaches Indane cooking gas to over 47.5
million households through a network of 4,990 Indian distributors. In
addition, Indian Oil's Research and Development Centre (R&D) at
Faridabad supports, develops and provides the necessary technology
solutions to the operating divisions of the corporation and its customers
within the country and abroad. Subsequently, Indian Oil Technologies
Limited - a wholly owned subsidiary, was set up in 2003, with a vision to
market the technologies developed at Indian Oil’s Research and
Development Centre. It has been modelled on the R&D marketing arms
of Royal Dutch Shell and British Petroleum.
HPCL also owns and operates the largest Lube Refinery in the
country producing Lube Base Oils of international standards. With a
capacity of 335 TMT. This Lube Refinery accounts for over 40% of the
India's total Lube Base Oil production.
35 | P a g e
In 1985, AMOCO disinvested in favour of GOI and the
shareholding percentage of GOI and NIOC stood revised at 84.62% and
15.38% respectively. Later GOI disinvested 16.92% of the paid up capital
in favour of Unit Trust of India, Mutual Funds, Insurance Companies and
Banks on 19 May 1992, thereby reducing its holding to 67.7 %. The
public issue of CPCL shares at a premium of Rs. 70 (Rs. 90 to FIIs) in
1994 was over subscribed to an extent of 27 times and added a large
shareholder base of over 90000.As a part of the restructuring steps taken
up by the Government of India, Indian Oil Corporation Limited (IOCL)
acquired equity from GOI in 2000-01 Currently IOC holds 51.88% while
NIOC continued its holding at 15.40%. In view of the CPCL become
subsidiary of IOCL in 2001. The Manali Refinery has a capacity of 9.5
MMTPA and is one of the most complex refineries in India with Fuel,
Lube, Wax and Petrochemical feedstock production facilities. CPCL is
also the company where NRI businessman Mr.C.Sivasankaran worked as
a fabrication contractor.
PART -2.
37 | P a g e
OBJECTIVES, SCOPES, RESEARCH
METHODOLOGY, DATA ANALYSIS,
FINDINGS AND CONCLUSIONS.
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THE OBJECTIVE OF THE STUDY FOR
RETAIL(BAZAAR) MARKET ARE TO FIND OUT:
• THE BRANDS WHICH ARE BEING SOLD IN THE MARKET
OF THE ABOVE MENTIONED DISTRICTS.
• THE CATEGORY OF LUBRICANT IS HAVING WHICH IS
HAVING MAXIMUM SALES.
• THE AWARENESS OF “MAK”LUBRICANT AMONG
RETAILERS AND CONSUMERS.
• THE PARAMETERS ON WHICH THE RETAILRES DECIDE
FOR KEEPING A PARTICULAR BRAND OF LUBRICANT
FOR SELLING.
• THE MAXIMUM SELLING PACK SIZES SOLD IN BO TH THE
DISTRICTS.
39 | P a g e
CONSUMPTION OF LUBRICANTS BY COMMON END-USERS
THROUGH RETAILERS.
40 | P a g e
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DATA SOURCE – Primary data source as new facts and figures are
being collected from the project.
SAMPLING PLAN.
The main target area for the purpose of collecting the sample for
the study was ANGUL and DHENKANAL where the main target
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population was SPONGE IRON STEEL & ANILLARY INDUSTRIES
and RETAIL SHOPS selling lubricants to consumers and end-users.
Finally PROBABLISTIC CLUSTERED sampling was done since every
industry and retailers had an equal chance of being selected.
RESEARCH INSTRUMENT.
---------------------------------------------------------------------
The following graph shows the district wise consumption of lubricants in respective
industries:
43 | P a g e
44 | P a g e
MOST CONSUMED BRANDS IN INDUSTRIES.
It is found that IOCL’s lubricant brand SERVO has the high frequency of
consumption when analysis is done on cumulative basis of both the
districts. CASTROL comes second but this is only due to the fact that it is
being consumed only in small scale industries like stone crushers and that
too in a very small quantity (the above graphs best gives the
representation).Both BPCL and HPCL too have good proportion of
market share of lubricants in industries as per the frequency obtained from
the analysis.
The results were the same when individual district wise frequency
analysis was done. For Angul, IOCL still topped the market of industries
with HPCL and BPCL coming to second and third position respectively.
45 | P a g e
CONTD.........
46 | P a g e
From the research it was found that out of 41 industries(both
small and large scale) 27 buy their required portion of lubricants on the
basis of PRICE factor, similarly 23 does the same on SERVICE whereas
11 and 13 are for RECOMMENDATION and OTHERS respectively. The
parameter “OTHER” includes sub-parameters like that of QUALITY,
SATISFACTION etc.
47 | P a g e
PARAMETERS FOR INDUSTRIES IN ANGUL.
From the above graph only it is quite clear that PRICE comes
as first priority followed by SERVICE,RECOMMENDATION and
OTHER as second ,third and last priority respectively for industries as for
the consumption of lubricants.
SOURCE OF LUBRICANTS.
48 | P a g e
On a total of the two districts it was found that on an average
most of the industries get their portion of supplies from distributors,
While the major half of the remaining portion get s from direct companies
and the remaining small portion from other sources irrespective of
distributors and direct company.
Out off all the industries in both the district 33 gets their portion of
lubricants from distributors whereas 12 and 2 gets from direct company
and other sources respectively.
On a district wise analysis of sourcing of lubricants on average,it
was more or less same for the industries in both the districts,depending
on the total number of industries in each district(DHENKANAL have
more industries as compared to that of ANGUL). The former graph
expalins the sourcing of lubricants by industries in ANGUL district
whereas the later GRAPH shows that of DHENKANAL district:
49 | P a g e
SOURCING OF LUBRICANTS BY INDUSTRIES IN ANGUL.
From the analysis of the performance level monitoring it was quite vivid
that majority of the industries of both the districts never measures any
performance level of lubricants in their respective industries after
consumption. It was clear that only 17 out of all the industries in both
districts measures the level of performance of lubricants, whereas as a
majority of 22 never measures and only a mere 4 out of all measure
50 | P a g e
performance at times. The under given graph gives the clear picture of
measurement of lubricants by all the industries in both the district:
CONTD…..
But the scenario for the same was very significantly different
when analysis was being made on the district level. The industries in
ANGUL came out to be more aware of the monitoring performance level
of lubricants where as for DHENKANAL the result shows no process of
monitoring performance level. Out of all the industries in ANGUL almost
11 do monitor performance level of lubricants and 2 never does, whereas
in DHENKANAL only 5 industries of the total do monitor but a majority
of 19 of the total does not monitor and only a mere 9 of the total monitor
performance level but that too at times and not on regular basis. The
following graphical representation best gives the view of performance
level monitoring in both the districts separately.
51 | P a g e
PERFORMANCE MONITORING OF INDUSTRIES IN ANGUL.
52 | P a g e
PERFORMANCE LEVEL MONITORING BY INDUSTRIES IN
DHENKANAL.
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2.4. B.RETAIL MARKET (BAZAAR).
54 | P a g e
The analysis clearly shows that CASTROL is the highest selling
brand in all the markets of the two districts. Similarly SERVO comes
second followed by HPCL as third and VEEDOL as fourth.PENSOL too
have a good portion market potential despite being a local brand.Various
other local brands also have a good market composition.
55 | P a g e
FOR DHENKANAL DISTRICT.
The graph under given, gives a brief idea about the maximum selling
lubricant category in both the districts:
56 | P a g e
The following graphs give the vivid picture of the
maximum selling product of lubricants in both the districts when analysis
is being made district wise:
57 | P a g e
MAXIMUM SELLING PRODUCT CATEGORY FOR DHENKANAL.
Here we are having different category of pack sizes they are 0-1 litre, 1-5
litre, 7-20 litre, Barrels.
While doing the analysis on district level, the results are quite
different. For ANGUL 7-20 litre pack are still the majority selling pack
sizes whereas uder 1 litre and 1-5 litre packs are coming together in
second position and finally barrel with nominal sales. In case of
DHENAKANL district packs of under-1 litre is maximum selling and 1-5
litres and 7-20 litres are second and third higest selling category
respectively with 42 and 20 points.
58 | P a g e
The following graphs are for maximum selling pack sizes for both the
districts individually:
59 | P a g e
PARAMETERS FOR SELECTING A BRAND FOR SELLING.
From the above diagram only is clear that demand is the most
important parameter which decides for a reatiler to keep a brand for the
purpose of selling to their customer.After demand its margin that comes
second and wuality as third parameter for the retailers.The scenario is
same for the two districts when analysis is being done on individual
district level.
60 | P a g e
The following are the graph represents the individual district
wise parameter selection of brands for retailers:
ANGUL
DHENKANAL.
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“MAK” AWARENESS.
62 | P a g e
ANGUL
DHENAKANAL.
63 | P a g e
---------------------------------------------------------------------
ANGUL.
FOR TALCHER .
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MAXIMUM SELLING PRODUCT TYPE .
65 | P a g e
PARAMETERS FOR SELECTING A BRAND FOR SELLING.
From the above graphs it is quite clear that since Talcher being one of
the busy industrial zones, lubes products of diesel vehicles are being most
sold which is resulting the sale of 7-20 litres the mostly sold pack sizes.
For retailers, the important parameter for choosing a brand for selling.
Here CASTROL still remains the highest selling brand among the retail
market.
66 | P a g e
FOR KANIHA.
CONTD......
67 | P a g e
MOST SOLD PACK SIZES.
68 | P a g e
LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
P.T.O
FOR CHENDIPADA.
For CHENDIPADA also the results are the same as that of the results of
KANIHA market. Following are the interpretations:
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MAX SELLING PRODUCT CATEGORY.
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LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
FOR BANARPAL.
71 | P a g e
MOST SOLD PACK SIZES.
72 | P a g e
LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
Angul block is the most interesting block where both 2-wh and diesel
vehicle products are the maximum selling lubes products and resulting to
the sales of 1-5 litres as the most sold. In this market both CASTROL and
SERVO are the market leaders.
73 | P a g e
MAX SELLING PRODUCT CATEGORY.
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PARAMETERS FOR SELECTING A BRAND FOR SELLING.
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DHANKANAL
For DHENKAANL to the district was divided into 9 blocks
namely as HINDOL, ODAPADA, SADAR, DHENKANAL,
KAMAKHYANAGAR, BHUBAN, PARAJANG, KANKADAHAD and
GANDIA.
FOR DHENKANAL.
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MOST SOLD PACK SIZES.
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LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
FOR KAMAKHYANAGAR.
In the market of kamkhyanagar, it is found that 2-wheel lubes product are
maximum selling which results in the maximum sales of 1 litre packs.
Castrol is the mostly sold brand among the shops in kamakhyanagar.
78 | P a g e
MOST SOLD PACK SIZES.
79 | P a g e
LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
FOR SADAR.
For SADAR market too the highest selling lubes product type is 2-wheel
but the maximum sold pack sizes are that of 7-20 litres.Demand still
remains the major priority for retailers in selecting a brand for sales.Servo
is the market leader in this area.
80 | P a g e
MOST SOLD PACK SIZES.
81 | P a g e
LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
FOR HINDOL.
In HINDOL market also 2 wheel lubes products are being maximum
sold resulting to the maximum sales of 1-5 litres pack.But here the
important parameter for selecting a brand by the retailers is Margin which
has changed from demand as compared to that of other markets.Servo is
the leading player in this market.
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LUBRICANT BRANDS MOST SOLD BY THE RETAILERS.
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2.5.FINDINGS .
From the analysis it was found that CASTROL is the market leader
in of lubricants in bazaar market. Similarly SERVO comes second and
thereafter HPCL, VEEDOL, PENSOL are ranked respectively as third,
fourth and fifth respectively. The scenario was same when individual
district wise analysis was done on ANGUL but only the fifth position was
being taken by VALVOLINE in DHENKANAL district.
In retail market, for both the districts taken together as well as on
individual level, the total sale of 2 wheeler lubricant products are quite
dominant, after which diesel products have the second majority. This is
due to the fact that both ANGUL and DHENKANAL are industrial area
and hence sale of four wheel lubes product are coming third.
DEMAND has been one of the major parameter for retailers for
which they keep stocks of a particular brand of lubricant for selling it to
the market. Hence it can be inter linked that CASTROL has the maximum
demand as it is the highest selling brand in both the districts individually.
After demand, MARGIN is the second most important parameter for
retailers for keeping a brand. This is so because it is quite natural that
margin is the parameter that gives profit to the retailers.
85 | P a g e
ANNEXURE.
QUESTIONNAIRE FOR INDUSTRY SURVEY.
Questionnaires:
6. What are the primary things you look for while deciding to buy
Lubricants?
8. Any specific brand you prefer and reason for the same.
9. What kind of after sales services do you expect from the Vendor?
10. Any specific value addition you look for while Lubricants?
a) Yes b) No c) At times
a) Yes b) No
14. If yes, which Turbine Oil is being used at present? What is the
Quantity required per month?
a) Yes b) No
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QUESTIONNAIRE FOR REATAILER SURVEY.
Questionnaires:
g) Others
5. What is the most important parameter you look for while selecting
a Brand for selling?
e) Scheme/Incentives
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a) Yes b) No
a) Yes b) No
8. If yes, which are the Mak Grades and Quantities you are selling
per month?
9) If no, what are the main reasons for not preferring Mak Brand?
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REFERENCE.
WWW.BHARATPETROLEUM.IN
WWW.WIKIPEDIA.ORG
WWW.CNNMONEY.COM
www.bharatpetroleum.com/wheels
www.speedfuels.com
INDUSTRIAL GUIDE.
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