Summer Training Project Report

On

A STUDY ON CUSTOMER SATISFACTION TOWARDS CYLINDER

SERVICE AT BPCL LTD

AT

SUPER CARE GAS AGENCY, DELHI.

Submitted for the partial fulfillment of the Award

Of

Master of Business Administration

DEGREE

(Session: 2017- 2019)

SUBMITTED BY : NITIN GUPTA

UNDER THE GUIDANCE OF : MR. YASHWANT

Bharati Vidyapeeth Deemed University

Academic Study Center - BVIMR, New Delhi An ISO 9001:2008 Certified Institute Reaccredited Grade “A”
University by NAAC

1
 Student undertaking

I Nitin Gupta hereby declare that the work which is being presented in this report entitled “A

Study On Customer Satisfaction Towards Cylinder Service at BPCL Ltd. ”is

an authentic record of my own work carried out under the supervision of “Mr. Yashwant”

The matter embodied in this report has not been submitted by me for the award of any other
degree.

Dated: Nitin Gupta

MBA 3rd Semester

Roll no. 1813042674

This is to certify that the above statements made by the candidate are correct to the best of my
knowledge.

Assistant. Professor: Mr.Yashwant Department: MBA

Date: ………………… Date: …………

2
 ACKNOWLEDGEMENT

Making a project for a BPCL LTD Company is a challenging task. Amidst a busy schedule and a

work demanding high levels of specificity, it was very difficult to create a project report on “A

STUDY ON Customer Satisfaction Towards Cylinder Service at BPCL Ltd”.

I extend my gratitude to and to my faculty guide Mr.Yashwant without his expertise, guidance

and knowledge; I would not have been able to do justice to this project. I am grateful to him for

all his support and guidance inspite of his busy schedule.

I would like to thanks all my respected Faculties and project incharge of Bharti vidyapeeth

college MBA department who time to time guided me with their valuable suggestions and

made this endeavor a successful one.

DATE:

PLACE:

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EXECUTIVE SUMMARY

Do take some time off for a brief interlude with the past, as we take you back in time to the
evolution of Bharat Petroleum Corporation Limited. A new chapter in the history of Indian
industry. Petroleum (derived from Latin Petra - rock and oleum - oil) first came up in wells
drilled for salt. People found it useful as illuminating oil and the demand for it steadily increased.
The development and promotion of efficient kerosene-burning appliances for lighting and
cooking was an important part of kerosene selling activity the company introduced LPG as a
cooking fuel to the Indian home in the mid-1950s. And all along, it went beyond selling
petroleum, An agreement to build a modern refinery at Trombay, Bombay was signed between
the Burmah Shell group of companies and the Government of India on 15th December 1951.

The Gas Industry plays very important role because it is very essential for every human being

So that there are four company like Bharat gas, Hindustan gas, Indian gas and reliance gas etc
the almost all the people are using the gas for cooking and for the vehicles The companies and
the government has made some rules for the new connections that the rules the should have the
ration card and the identity card or voter card .

If he submit the above document zerox if the distributor is having the one-way he will give the
connection on the same day. if the distributer is not having the one-way the he will maintain the
wating list of the new connections .

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 TABLE OF CONTENT

S.NO TOPICS PAGE

NO.
Student undertaking 1

Acknowledgment 2

Certificate 3

Executive summary 4

1 Chapter -1 Introduction 1-30

 Introduction to Industry
 Company Profile

2 Chapter -2 Conceptual Framework 31-34

3 Chapter-3 Research Methodology 35- 53

4 Chapter-4 Data Analysis 54- 56

5 Chapter-5 Findings 57-58

6 Chapter-6 Conclusion and Suggestions 59-61

Bibiliography

. Annexure
. Questionnaire

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CHAPTER - 1

INTRODUCTION

1
INDUSTRY PROFILE

The oil and gas sector is among the six core industries in India and plays a major role in
influencing decision making for all the other important sections of the economy.
In 1997–98, the New Exploration Licensing Policy (NELP) was envisaged to fill the ever-
increasing gap between India’s gas demand and supply. India’s economic growth is closely
related to energy demand; therefore the need for oil and gas is projected to grow more, thereby
making the sector quite conducive for investment.

The Government of India has adopted several policies to fulfil the increasing demand. The
government has allowed 100 per cent Foreign Direct Investment (FDI) in many segments of the
sector, including natural gas, petroleum products, and refineries, among others. Today, it attracts
both domestic and foreign investment, as attested by the presence of Reliance Industries Ltd
(RIL) and Cairn India.

Market Size

India is expected to be one of the largest contributors to non-OECD petroleum consumption

growth globally. Total oil imports rose 4.24 per cent year-on-year to US$ 86.45 billion in April-
March 2016-17. India’s oil consumption grew 8.3 per cent year-on-year to 212.7 million tonnes
in 2016, as against the global growth of 1.5 per cent, thereby making it the third-largest oil
consuming nation in the world.
India is the fourth-largest Liquefied Natural Gas (LNG) importer after Japan, South Korea and
China, and accounts for 5.8 per cent of the total global trade.3Domestic LNG demand is
expected to grow at a CAGR of 16.89 per cent to 306.54 MMSCMD by 2021 from 64
MMSCMD in 2015.

The demand of Petroleum Oil and Lubricants grew at a Compound Annual Growth Rate
(CAGR) of 5.6 per cent under the 12th Five Year Plan (2012-17).

2
The country's gas production is expected to touch 90 Billion Cubic Metres (BCM) in 2040 from
23.09 BCM in FY2016-17 (till December 2016). Gas pipeline infrastructure in the country stood
at 16,240.4 km in November 2016.

State-owned Oil and Natural Gas Corporation (ONGC) dominates the upstream segment
(exploration and production), and produced around 1,847 thousand metric tonnes (TMT) of
crude oil, as against the country’s 2,939 MT oil output in April 2017. The company also
accounted for 57 percent of the country’s domestic crude oil production in 2016-17.

Investment

According to data released by the Department of Industrial Policy and Promotion (DIPP), the
petroleum and natural gas sector attracted FDI worth US$ 6.86 billion between April 2000 and
March 2017.

Following are some of the major investments and developments in the oil and gas sector:

 Reliance Industries Ltd (RIL), along with its partner BP plc, has decided to invest US$ 6
billion for the development of new R-series gas fields in the KG-D6 block.

 Indian Oil Corp Ltd (IOC), Bharat Petroleum Corp Ltd (BPCL) and Hindustan Petroleum
Corp Ltd (HPCL), have signed an agreement to build integrated refinery-cum-
petrochemicals complexes, which would have a capacity of 60 million metric tonnes per
annum (MMTPA) and cost approximately US$ 40 billion. The refinery is expected to
commence operation by 2022.

 Oil and Natural Gas Corporation (ONGC) plans to invest US$ 11 billion in exploration
and development of blocks in the Krishna Godavari (KG)basin, which is expected to
increase gas production by around 30 per cent over the next three-four years.

3
  The merger process of Vedanta and Cairn India was completed on April 11, 2017,
thereby creating a combined entity with a market capitalisation of US$ 15.6 billion and a
free float of 49.9 per cent.

 Indian Oil Corporation expects to invest Rs 20,000 crore (US$ 3.1 billion) over the next
four years covering 20 projects in order to add a 25 million tonne (MMT) pipeline to its
existing pipeline capacity of 93.7 MMT.

 Larsen & Toubro's (L&T) subsidiary, L&T Hydrocarbon Engineering has bagged an
order relating to Oil and Natural Gas Corporation's (ONGC) Neelam Re-Development
and B173AC projects worth Rs 1,656 crore (US$ 257 million) which involves building
four new platforms, a 32 kilometre pipeline and modification work on existing platforms
in the India's western off shore basin, Neelam Field. The project is expected to be
completed by 2019 and would result in incremental gain of 2.76 million ton crude oil and
4.786 BCM gas until 2034-35.

Government Initiatives

Some of the major initiatives taken by the Government of India to promote oil and gas
sector are:

 The Government of India plans to build a nine million tonne (MT) refinery in Rajasthan
as well as a 60 MT refinery in Maharashtra, auction oil and gas fields, increase use of
liquefied natural gas (LNG), and is in discussions with Saudi Arabian Oil Co (Saudi
Aramco) regarding investments in India, as per Mr Dharmendra Pradhan, Minister of
State for Petroleum and Natural Gas, Government of India.

4
 The Government of India plans to merge state oil companies to create an integrated oil
major that could compete globally, and utilise the synergy between various state entities
for achieving efficiency and cost competitiveness in order to create more value for all
shareholders.

 The Government of India plans to unveil a new policy for renewing and extending the
lease of 28 oil and gas blocks in the country, with a view to attract more investments into
these fields.

 The Cabinet Committee on Economic Affairs, Government of India, has approved the
awarding of contracts on 23 onshore and 8 offshore contract areas of discovered small oil
and gas fields that earlier belonged to Oil and Natural Gas Corporation (ONGC) and Oil
India Limited (OIL).

 The Ministry of Mines plans to restart operations in several hundred mines across the
country in order to raise the share of mining and quarrying industry in India’s Gross
Value Addition (GVA) by one percentage point from 2.4 per cent at present, over the
next two-to- three years.

5
Company Profile

Bharat Petroleum Corporation Limited (BPCL) is one of India's largest PSU companies, with
Global Fortune 500 rank of 287 (2008). Its corporate office is located at Ballard Estate, Mumbai.
As the name suggests, its interests are in petroleum sector. It is involved in the refining and
retailing of petroleum products.

Bharat Petroleum is considered to be a pioneer in Indian petroleum industry with various path-
breaking initiatives such as Pure for Sure campaign, Petro card, Fleet card etc.

BPCL's growth post-nationalization (in 1976) has been phenomenal. One of the single digit
Indian representatives in the Fortune 500 & Forbes 2000 listings, BPCL is often referred to as an
“MNC in PSU garb”. It is considered a pioneer in marketing initiatives, and employs “Best in
Class” practices.

Bharat Petroleum Corporation Limited (BPCL) specializes in refining, processing, and

distributing petroleum products. It offers petrol, diesel, aviation fuel, liquefied petroleum gas
(LPG) and lubricants. The company primarily operates in India, where it is headquartered in
Mumbai and employs about13, 968 people.

The company recorded revenues of INR1, 112,431 million (approximately $27,632.8 million) in
the fiscal year ended March 2008, an increase of 13% over 2007. Its net profit was INR17, 696
million (approximately $439.6 million) in fiscal 2008, a decrease of 17.5% compared to 2007.

HISTORY.

The 1860s saw vast industrial development. A lot of petroleum refineries came up. An important
player in the South Asian market then was the Burmah Oil Company Ltd. Though incorporated
in Scotland in 1886, the company grew out of the enterprises of the Rangoon Oil Company,
which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in
Upper Burma. The search for oil in India began in 1886, when Mr. Goodenough of McKillop

6
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.

FROM BURMA SHELL TO BHARAT PETROLEUM.

Burmah Shell Refineries was incorporated as a company in 1952, and established a refinery in
Mahul .On 24 January 1976, the Burmah Shell Group of Companies was taken over by the
Government of India to form Bharat Refineries Limited. On 1 August 1977, it was renamed
Bharat Petroleum Corporation Limited. It was also the first refinery to process newly found
indigenous crude Bombay High, in the country.

7
BHARAT PETROLEUM “then and after”

The company installed microprocessor based digital integrated distributed control systems in catalytic
reformers and introduced a new solvent unit to replace the pneumatic control system in 1993.The company
also installed an advanced control system for its catalytic control unit. The company then incorporated a joint
venture company, Bharat Oman Refineries, in 1994.There after BPCL signed a memorandum of understanding
(MOU) with Bank of Baroda in 1995 to launch the first co-branded credit card in the country. In 1998, BPCL
entered into a joint venture with Petronet (India) for the construction of a 308 km pipeline from Kochi in
Kerala to Karur in Tamil Nadu. The following are a few achievement achieved by BHARAT PETROLEUM
CORPORATION LTD:

 McDonald's made an agreement with BPCL to open and run restaurants at selected petrol
pumps across the country in 2000. Quicky's, the global coffee chain, followed suit in
2001, and began ton offer its services at BPCL stores.
 BPCL launched Speed '93, its own brand of petrol, in 2003. In the following year, BPCL
diversified its operations. The company entered into a business to business e-commerce
arrangement with IDBI Bank to provide an automated payment and purchase process to
BPCL's corporate and industrial clients. The company also tied up with Tata Consultancy
Services to provide medical advisory and counselling services at Ghar, the highway
retailing initiative of BPCL.
 Bharat Petroleum Corporation Limited and GAIL formed another joint venture company,
Central UP Gas, for implementation of City Gas Projects in Delhi and Kanpur in 2005.
 In 2006, the Government of the Sultanate of Oman signed an Exploration and Production
Sharing Agreement (EPSA) for the on land exploration block 56 with the consortium
comprising BPCL, Oilex (Operator), Hindustan Petroleum Corporation Limited, GAIL
India and Videocon Industries. In the same year, the company acquired a 20% interest in
an exploration block in Australia.
 In September 2008, BPCL and Videocon Industries Ltd acquired 50% stake in Brazil's
EnCana BrasilPetroleo Limeade.

8
 BPCL and GAIL (India) Limited announced to form a joint venture company, God’s
Own Gas Company, for marketing compressed natural gas (CNG) and piped gas in
Kerala and Karnataka, in March 2008.
 In April 2008, BPCL announced the formation of joint venture Company in consortium
with other companies, Shapoorji Pallonji Co Ltd and Nandan Biomatrix Ltd for
establishment of Bio Diesel Value Chain in Uttar Pradesh, India. In the same month,
BPCL and GAIL (India) Limited signed an MOU for cooperation in transmission and
distribution of natural gas, LPG pipelines and city gas.
 In August 2008, Punjab Energy Development Bpcl (PEDA) signed a MoU with BPCL to
setup one M/W Solar Photovoltaic Power Plants at Lalru in Punjab, India.

9
 KEY EMPLOYEES:

Name Job Title Board

Ashok Sinha Chairman& Managing Director Executive Board

S. Mohan Director, Human Resources Executive Board

S.Radhakrisnan Director, Marketing Executive Board

R K Singh Director, Refineries Executive Board

S K Joshi Director, Finance Executive Board

S K Barua Director Non Executive Board

Rama Bijapurkar Director Non Executive Board

A H Kalro Director Non Executive Board

N Venkiteswaran Director Non Executive Board

P H Kurian Director Non Executive Board

P K Sinha Director Non Executive Board

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MAJOR PRODUCTS AND SERVICES:

Bharat Petroleum Corporation Limited (BPCL) refines, stores, markets and distributes
petroleum products. The company’s key products and services include the following:

PRODUCTS:

I. Petrol
II. Diesel
III. LPG
IV. Gasoline
V. Kerosene
VI. Lubricants
VII. Aviation fuel
VIII. Fuels and solvents

SERVICES:

I. Convenience stores
II. ATMs
III. Car washes
IV. Free air and water
V. Lubricant top-ups
VI. Energy audits
VII. E-banking services
VIII. Consultancy and technical services
IX. Online ordering

11
COMPANY STUCTURE

The older structure was functionally organized. There were mainly four functions (refineries,
marketing, finance and personnel) each headed by an executive director reporting to the (CMD).
Other support departments like corporate affairs, legal, audit, vigilance, coordination and
company secretary were directly under the CMD. See Appendix 1 for the organizational chart.
The Director refinery was in charge of refinery, corporate planning, JV refineries and special
projects. Other than corporate finance and marketing finance EDP was also under the Director
finance. In marketing, there were different departments for retail, industry, LPG, lubricants and
aviation segments. Corporate communication was also under Director marketing.

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.

Across the marketing function, except for the corporate departments (LPG, industrial customer,
etc.) specifically looking after a customer segment, every individual and role is focused on
multiple customer segments. For example any strategy addressing the industrial customers
originates from the Corporate Department (Industrial Customer), goes via the Director
Marketing, Regional Manager, Divisional Manager to the Sales Officer. All of them are
responsible for multiple customer segments like retail, LPG, industrial, etc and deal with
different classes of customers. Hence there was very low customer awareness in terms of the
unique needs of the different customer segments, with no single individual at the operational
level having clarity on any single customer segment. Moreover, the marketing strategy was
formulated by people who were far from the customer with very low understanding of the
customer they were targeting. The implementers were responsible for diverse customers with a

12
low understanding of the logic of these strategies meant for each customer segment. Thus the old
structure had created a bottleneck between the strategy formulators and implementers in terms of
the regional structure, and between the field staff and the corporate offices and refinery.
Activities of a business process are spread out across different functions and levels of hierarchy,
engaging many individuals. There was a long chain of non value adding linkages between any
two activities targeting a business / customer. For example, when an industrial customer gives a
special order of lubes to the sales officer, the corporate lubes purchases the base oil, plant blends
it, S&D packs it and the sales officer sells it. The Sales Officer would communicate the order to
the Divisional Manager, who passes it on to the Regional Manager. Then the order would be
routed to the Corporate Lubes for processing. Everyone involved in the activities of this process
belong to different functions and hierarchy levels. This long chain of communication had led to a
lack of customer orientation, low awareness of customer needs and expectations and slow
response.

APPENDIX-1.ORGANISATIONAL STRUCTURE OLD AND NEW.

THE GIVEN DIAGRAM SHOWS THE STUCTURE OF BHARAT PETROLEUM OF BOTH

STRUCTURAL AND DIVISIONAL.

REGIONAL HEAD.

REGIONAL REGIONAL REGIONAL S& REGIONAL

REGIONAL SALES.
PERSONAL. ENGINEERING. D. FINANCE.

REGIONAL L.P.G.

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REGIONAL STRUCTURE OLD. (ABOVE)DIVISIONAL STUCRTURE (BELOW).

DIVISIONAL HEAD.

HEAD SALES.

MANAGER MANAGER
MANAGER SALES. OPERATIONS. ENGINEERING.

SALES OFFICER. DEPOTS. ENGINEERING.

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 CMD

DIRECTOR
DIRECTOR DIRECTOR DIRECTOR
(REFINERIES). (PERSONNEL) MARKETING FINANCE.
PERSONNEL &
CORPORATE FINANCE
ADMIN
PLANNING
CORPORATE. COMPANY
HUMAN SECRATARY
JV REFINEERIES FINANCE
RESOURCE.
MARKETING. CORPORATE

SPECIAL AFFAIRS.
PORJECT. EDP
LEGAL

AVIATION.
REFINERY AUDIT

LUBED
S&D
CORPORATE.
CORPORATE
LPG VIGILLANCE.

CORPORATE. CORPORATE

SALES COMMUNICATION COORDINATION

CORPORATE. INTERNAL

E&P TRADE
H.S.E
MARKETING.

REGIONAL HEAD.

CORPORATE STRUCTURE

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BHARAT PETROLEUM-THE NEW “SBU”FORM STRUCTURE

The new structure was focused on the business processes and the customer. The new structure at
the top management level is the same. Five SBUs – Retail, Lubes, Industry/Commercial, LPG
and Aviation are customer centered SBUs and come under the director (marketing). The sixth
SBU, Refinery along with two new departments IT & Supply Chain and R&D are under the
director (refineries). Each SBU would have its own HR, IS, finance, logistics, sales, engineering,
etc. The number of layers in the organization was reduced to four from six or seven.

The major change is the introduction of the territories covering a smaller geographical area and
focusing on specific customer segments. In retail SBU the new structure had 66 territories
reporting to the four regional offices, where as in the earlier structure there were only 22
divisions which catered to all segments. In other SBUs the regional office was removed and
territories were designed to directly report to the SBU heads. Each territory team leader was
responsible for sales in the territory only for a specific product. The territory structure was
designed to enable the field staff to focus on specific customer segments. Authority was also
delegated down the hierarchy and decision making pushed to the lowest possible levels.
Decisions earlier taken at the regional level were taken now at the territory level. Further
authority was delegated to the role and not the hierarchy level. Administrative offices have been
moved to supply locations that consist of 125 terminals for main fuels and 35 LPG bottling ones.
In LPG SBU head office there are only nine personnel and across the territories even managers at
senior positions have been forced to get business.

The new design incorporated recalibration of roles and responsibilities and redeployment of
more than two thousand people (around one fifth of total employee strength) across the
organization. It created new roles at the front effectively using redundant manpower to increase
customer interface and interaction.

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SOME SALIENT FEATURES OF THE NEW STRUCTURE ARE:

 Highly empowered work force

 Decentralized decision making
 De-linking of authority from hierarchical levels
 Orientation towards internal and external customers
 Regular market research and customer surveys
 Conscious brand building efforts

MARKETING.

Bharat petroleum understands people’s need as customers and relentlessly work towards
fulfilling them, working consciously towards providing added value in fuel and non-fuel areas.
The Corporation offers products and services that have been designed to meet the need gaps of
its customers. It is not easy as BPCL’s customer base is a diverse one demanding of them to
perform better and satisfy the needs of some of their customers who fly in the air to the larger
Indian populace who survive on ‘Kerosene’ as their cooking fuel.

FUELLING AUTOMOTIVES.

Vehicle owner’s are always on the lookout for new offerings as well for tips & pointers to keep
their vehicles in top shape. BPCL understand their requirements and have consistently tried to
satisfy their needs. Information about all the high-class fuels for vehicle as well as the lubricants
is always updated to keep wheels running smoothly.

OFFERING WORLD CLASS FUELS.

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

17
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.

SERVICING THE CUSTOMER’S NEED.

BPCL recognized 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. The petrol pumps displaying a
prominent ‘Pure For Sure’ signage have become landmark destinations as the movement has
gained momentum across our Retail Network.BPCL now offer a robust and automated network
of retail outlets, which leverage technology to deliver the assurance of quality and quantity
promise, ensure integration of payment with fuelling and improves the service efficiency at the
forecourt of the petrol pump.

FOSTERING LOYALTY.

BPCL share rewarding relationships with their customers and building loyalty has been a centre
of focus with them. Recognizing the need of their customers to make life more convenient and

18
rewarding and introduced the first loyalty-cum-rewards program, PetroBonus. Equipped with
Smart Card Technology, the Petro Card program combines convenience in payment along with
an inbuilt rewards program that rewards the customer with Petromiles every time he fuels. A
similar program, Smart Fleet was launched for Fleet Owners. The SmartFleetProgramme 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.

CARING FOR CUSTOMER’S VEHICLE NEED.

BPCL also aim to provide service centre facilities through their V-CARE (Vehicle Care) Centres
across the urban network. The V-Care Centres provide customers with reliable, transparent and
value for money services for the basic vehicle care needs. BPCL have tie ups with Hero Honda
and General Motors for being their authorized After Sales Service Centres apart from the other
brands of cars and two-wheelers. With BPCL’S reach to the nook & corner of the country they
are always near to their customers.

PARTNERING HIGHWAY JOURNEY.

On the highways, BPCL offer a home away from home to the truckers and the tourists in the
form of the GenerationNext OSTSs/OSTTSs (One Stop Truck cum Tourist Shop) branded as
GHAR. 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, that include a Food Court for

19
Tourists and a Dhaba for truckers, a dormitory with beds, a Safe, Secured and Spacious parking
for trucks and cars, a vehicle wash facility, Saloon, Laundry and Tailor shop, a Kirana shop,
Bathing facilities, dedicated toilets for Truckers and dedicated toilets for Tourists (Gents, Ladies
& Handicapped),Children’s Play area, Amphitheatre for entertainment, Health care centre,
Smartfleet Customer service centre ,Sanjha Chula for self cooking and captive power generation.
Assuring a network of outlets on the highway shows our commitment to serve our highway
customers with as much care as in the key cities.

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.

In the highly competitive scenario, it has become imperative to own dominant brands. The Brand
Management team at Bharat Petroleum endeavours to build and manage a strong brand image
reflecting Bharat Petroleum's core values of being 'INCARE',viz. INnovative, CAring and
REliable. Emphasis is laid on continuously understanding customer behaviour, tracking their
changing needs and expectations, and meeting these needs in the most cost-effective manner.

20
OPERATIONS.

The core business operations of Bharat Petroleum are Petroleum Refining. It belongs to the oil &
gas operations industry. Although it carries the ancient Sanskrit name for India (Bharat), Bharat
Petroleum Corporation Limited (BPCL) is a modern refining and distribution company. It vies
with Hindustan Petroleum for the #2slot behind Indian Oil. The company processes petroleum
and petroleum products; its refinery in Mumbai processes 260,000 barrels of crude per day. It
also controls refineries in Kochi and Numaligarh. BPCL sells engine oils and gasolines,
liquefied petroleum gas (LPG), and kerosene. It has more than 6,550 gas stations, more than
1,000 kerosene dealers, and a national network of LPG distributors. The Indian government
owns 55% of the firm, although it plans to sell this stake as part of industry wide deregulation.
The various other operational functions of BPCL are as:

APRON FUEL MANAGEMENT SYSTEM & E-BIZ SOLUTION.

BPCL is the first and only oil company in India to implement “Apron Fuel Management
System” which is a powerful and comprehensive system that combines the vehicle (Point of
Sale) and office support functions into a single seamless interface reducing human intervention
and enhancing accuracy. BPCL also provides E-Biz solution to their customers.

OVERSEAS PROJECTS.

BPCL Aviation SBU has entered into a contract with Larsen &Tourbo-ECC Division and is
rendering its expertise to M/s L & T - ECC Division for successful completion of “New Aviation
Fuel Depot at Kuwait for Kuwait Aviation Fuelling Company (KAFCO)”.The scope of service
includes Technical Consultancy by Aviation/Engineering & Projects specialists having domain
expertise, Preparation of Pre-Commissioning and Commissioning procedures. BPCL is assisting
in performing Pre-Commissioning and Commissioning of entire facility at KAFCO project,

21
 training of Owner's personnel in India (Class room training) and on job training at KAFCO site,
Kuwait, participation in HAZOP/SIL/ALARP study and assistance to evaluate remedy on the
findings as advised by HAZOP committee chairman (i.e. recommendations by 3rd party from
that study), assistance in Procurement related activities and preparations of Operations&
Maintenance and QC Manual.

HYDRANT OWNERS & OPERATOR AND EQUITY AT”CIAL”.

BPCL is the first oil company to participate in Greenfield airport in India. BPCL hold equity
stake in Cochin International Airport Ltd. which is the first airport built under private-public
participation and have state of art hydrant refuelling system at the airport built by them.

RESEARCH AND DEVELOPMENT

Over the years, Bharat Petroleum continues to meet the challenges of the rapidly changing
environment, leading to changes in the marketing of products and services. In all these changes,
only one factor has remained constant and has been the source of Bharat Petroleum's strength
and inspiration for any future innovations - Bharat Petroleum's 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.

Research and development Centre always on the forefront to innovate, Bharat Petroleum is
making distinct efforts towards Research and Development (R and D). Besides the R and D
facilities at the Refinery and the Product Application Development Centre in Sewree in Mumbai,
a new state-of-the-art RandD Centre is being set up near Delhi. The R and D Centre is being
organised around three core groups – Process and Technology Development, Product

22
Application Development and Environmental Engineering. A total outlay of Rs.3,000 million
has been planned to be spent in three phases up to the year 2003-04 on this project.

BHARAT PETROLEUM- THE TECHNOLOGICAL EDGE.

Bharat Petroleum has always been on the forefront of harnessing technology initiatives for BPCL
has been on forefront in harnessing technology. Maximising efficiency and achieving greater
customer satisfaction.

Bharat Petroleum is the first Public Sector Oil Company to implement Enterprise wide Resource
Planning (ERP) solutions - SAP. The implementation project known as ENTRANS (Enterprise
wide Transformation) has been awarded the 'SAP Star Implementation Award', with Bharat
Petroleum having the distinction of executing the largest and the most ambitious SAP project in
India. The challenge of SAP implementation was to ensure that all the integrated elements (of the
complex multi-modular integrated solutions that impact the entire workflow of the organisation)
work seamlessly across the length and breadth of the country, including the remote locations.
Providing online connectivity in these remote locations, given the full-fledged IT network
infrastructure, was in itself a daunting task.

Furthermore, Bharat Petroleum has also set up one of the biggest 'Centres of Excellence' in Asia
to provide online support to the end users and also work towards continuous improvement in
business processes and handle product upgrades and new generation products.

With SAP as the IT backbone, Bharat Petroleum plans to take advantage of the Internet based
capabilities along the entire value chain with a Customer Relationship Management solution. A
large data warehouse project has also been implemented, which facilitates access to real-time
accurate information on key performance indicators at all Bharat Petroleum locations. This
enables the management to take strategic and business decisions, thus ensuring value-added
services, better customer satisfaction and enhanced

23
BRIEF ABOUT THE COMPETITORS.

THE FOLLOWING ARE THE TOP FIVE COMPETITORS OF BHARAT PETROLEUM

CORPORATTION LIMITED:

INDIAN OIL CORPORATION LIMITED.

Indian Oil Corporation is an Indian public-sector petroleum company. It is India’s largest

commercial enterprise, ranking 116th on the Fortune Global 500 listing (2008). 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 will complete 50 years of its existence and a series of events are being
planned to celebrate its Golden Jubilee Year.

24
Overview Indian Oil operates the largest and the widest network of fuel stations in the country,
numbering about 17606 (15557 regular ROs & 2049 KissanSewa 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.

HINDUSTAN PETROLEUM CORPORATION LIMITED.

HPCL (Hindustan Petroleum Corporation Limited) is a Fortune 500 company, with an annual
turnover of over Rs 1,03,837 Crores ($ 25,142 Millions) during FY 2007-08, 16% Refining &
Marketing share in India and a strong market infrastructure. Corresponding figures for FY 2006-
07 are: Rs 91,448 crores ($20,892 Million).

The Corporation operates 2 major refineries producing a wide variety of petroleum fuels &
specialties, one in Mumbai (West Coast) of 5.5 MMTPA capacity and the other in
Vishakhapatnam, (East Coast) with a capacity of 7.5 MMTPA. HPCL holds an equity stake of
16.95% in Mangalore Refinery & Petrochemicals Limited, a state-of-the-art refinery at
Mangalore with a capacity of 9 MMTPA. In addition, HPCL is progressing towards setting up of
a refinery in the state of Punjab in the joint sector.

25
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.

The vast marketing network of the Corporation consists of Zonal offices in major cities and over
91 Regional offices facilitated by a Supply & Distribution infrastructure comprising Terminals,
Aviation Service Stations, LPG Bottling Plants, and Inland Relay Depots & Retail Outlets. The
Corporation over the years has moved from strength to strength on all fronts. The refining
capacity steadily increased from 5.5 million tonnes in 1984/85 to 13.70 million metric tonnes
(MMT) presently. On the financial front, the turnover grew from Rs. 2687 crores in 1984-85 to
an impressive Rs 1,03,837 Crores in FY 2007-08. HPCL also owns and operates the country’s
largest Lube Refinery, producing Lube Base Oils of international standards. With a capacity of
335,000 Metric Tonnes. This refinery accounts for over 40% of the country’s total Lube Base Oil
production.

The vast marketing network of the Corporation consists of Zonal offices in the 4 metro cities and
over 85 Regional offices facilitated by a Supply & Distribution infrastructure comprising
Terminals, Aviation Service Stations, LPG Bottling Plants, and Inland Relay Depots & Retail
Outlets.

RELIANCE INDUSTRIES LIMITED.

Reliance Industries Limited (NSE: RELIANCE) is India's largest private sector conglomerate
(and second largest overall) with an annual turnover of US$ 35.9 billion and profit of US$ 4.85
billion for the fiscal year ending in March 2008 making it one of India's private sector Fortune
Global 500 companies, being ranked at 206th position (2008). It was founded by the Indian
industrialist Dhirubhai Ambani in 1966. Ambani has been a pioneer in introducing financial
instruments like fully convertible debentures to the Indian stock markets. Ambani was one of the
first entrepreneurs to draw retail investors to the stock markets. Critics allege that the rise of

26
Reliance Industries to the top slot in terms of market capitalization is largely due to Dhirubhai's
ability to manipulate the levers of a controlled economy to his advantage. Though the company's
oil-related operations form the core of its business, it has diversified its operations in recent
years. After severe differences between the founder's two sons, Mukesh Ambani and Anil
Ambani, the group was divided between them in 2006. In September 2008, Reliance Industries
was the only Indian firm featured in the Forbes's list of "world's 100 most respected companies".

CHENNAI PETROLEUM CORPORATION LIMITED.

Chennai Petroleum Corporation Limited (CPCL), formerly known as Madras Refineries

Limited (MRL) was formed as a joint venture in 1965 between the Government of India
(GOI),AMOCO and National Iranian Oil Company (NIOC) having a share holding in the ratio
74%: 13%: 13% respectively. From the grassroots stage CPCL Refinery was set up with an
installed capacity of 2.5 Million Tonnes Per Annum (MMTPA) in a record time of 27 months at
a cost of Rs. 43 crore without any time or cost over run.

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 contract

27
MANAGLORE REFINERY AND PETROCHEMICALS LIMITED.

Mangalore Refinery and Petrochemicals Limited (MRPL), located at Katipalla, north from centre
of Mangalore city, is a state-of-the-art Grass root Refinery at Mangalore and is a subsidiary of
ONGC, set up in 1998.The refinery was established after displacing five villages of Bala,
Kalavar, Kuthetoor, Katipalla, and Adyapadi.

The refinery has a versatile design with high flexibility to process crudes of various API and with
high degree of automation. MRPL has a design capacity to process 9.69 million metric tonnes
per annum and is the only refinery in India to have two hydrocrackers producing premium diesel
(high cetane). It is also the only refinery in India to have two CCRs producing unleaded petrol of
high octane. Currently, the refinery is processing about 12.5 million tonnes of crude per year and
had a turnover of US$ 8 billion during last year. MRPL, which was a joint sector company,
become a PSU subsequent on acquisition of its majority shares by ONGC. As on 1 April 2007,
71.62% shares are held by ONGC, 16.95% shares are held by HPCL and remaining shares are
with public and financial institutions. joint venture oil refinery promoted by M/s Hindustan

28
CHAPTER-2

CONCEPTUAL

FRAMEWORK

29
CONSUMER BUYING BEHAVIOUR

The decision processes and acts of final household consumers associated with evaluating,
buying, consuming, and discarding products for personal consumption

Consider the purchase an automobile. You generally will not consider different options until
some event triggers a need, such as a problem needing potentially expensive repair. Once this
need has put you "on the market", you begin to ask your friends for recommendations regarding
dealerships and car models. After visiting several dealerships, you test drive several models and
finally decide on a particular model. After picking up your new car, you have doubts on the way
home, wondering if you can afford the monthly payments, but then begin to wonder if instead
you should have purchased a more expensive but potentially more reliable model. Over the next
five years, the car has several unexpected breakdowns that lead you to want to purchase a
different brand, but you have been very happy with the services of the local dealership and
decide to again purchase your next car there.

In this particular case, the following generic model of consumer decision making appears to
hold:

=====>need recognition
=====>information search
=====>evaluation of alternatives
=====>purchase decision
=====>post purchase Behaviour

Now consider the purchase of a quart of orange juice. You purchase this product when you do
your grocery shopping once per week. You have a favourite brand of orange juice and usually do
your grocery shopping at the same store. When you buy orange juice, you always go to the same
place in the store to pick it up, and never notice what other brands are on the shelf or what the
prices of other brands are. How is it that the

generic model above works differently in this second scenario? Why does it work differently?
30
Why would we generally need the ministrations of a sales person in the sale of a car, but we
generally do not need the help of a salesperson in the purchase of orange juice?

How can the marketer of orange juice get a consumer like you to exert more effort into
information search or to consider alternative products? How is it that the marketer of your brand
got you to ignore alternative competing brands? What is the involvement of salespeople in sales
promotions that might be associated with products such as orange juice?

Consumer Behavior researchers are not so interested in studying the validity of the above generic
model, but are more interested in various factors that influence how such a model might work.

GROUP INFLUENCES ON CONSUMER BEHAVIOUR

Culture
the set of basic values, beliefs, norms, and associated Behaviours that are learned by a member
of society

Note that culture is something that is learned and that it has a relatively long lasting effect on the
Behaviours of an individual. As an example of cultural influences, consider how the salesperson
in an appliance store in the U.S. must react to different couples who are considering the purchase
of a refrigerator. In some subcultures, the husband will play a dominant role in the purchase
decision; in others, the wife will play a more dominant role.

Social Class

A group of individuals with similar social rank, based on such factors as occupation, education,
and wealth.

Reference Groups

31
Groups, often temporary, that affects a person's values, attitude, or Behaviors

 E.g., your Behaviors around colleagues at work or friends at school are probably different
from your Behaviours around your parents, no matter your age or stage in the family life
cycle. If you were a used car salesperson, how might you respond differently to a
nineteen year old prospect accompanied by her boyfriend from one accompanied by two
girlfriends?

 Opinion leader

A person within a reference group who exerts influence on others because of special
skills, knowledge, personality, etc.

o You might ask the webmaster at work for an opinion about a particular software
application. Software manufacturers often give away free beta copies of software
to potential opinion leaders with the hope that they will in turn influence many
others to purchase the product.

 Family

A group of people related by blood, marriage, or other socially approved relationship

Environmental/ Situational Influences on Consumer Behaviour

Circumstances, time, location, etc.

Do you like grapes? Do you like peas?

32
You might like grapes as a snack after lunch, but probably not as a dessert after a fancy meal in a
restaurant. You might like peas, but probably not as a topping on your pancakes. Everyday
situations cause an interaction between various factors which influence our Behaviours. If you
work for tips (a form of incentive related to commission) as a waiter or waitress, you must
certainly be aware of such interactions which can increase or decrease your sales.

If you are doing your Saturday grocery shopping and are looking for orange juice, you are
probably much more sensitive to price than if you stop at the quick store late at night, when you
are tired and cranky, after a late meeting at the office. A prospect shopping for a new automobile
while debating the wisdom of a necessary expensive repair to his car might be more interested in
what cars are on the lot than in shopping for the best deal that might involve a special order.

Internal Influences on Consumer Behaviour

Personality

A person's distinguishing psychological characteristics that lead to relatively consistent and

lasting responses to stimuli in the environment

We are each unique as individuals, and we each respond differently as consumers. For example,
some people are "optimizers" who will keep shopping until they are certain that they have found
the best price for a particular item, while other people are "satisfices" who will stop shopping
when they believe that they have found something that is "good enough." If you are a
salesperson in a retail shoe store, how might you work differently with these two personalities?

Lifestyle and Psychographics

 lifestyle is a pattern of living expressed through a person's activities, interests, and

opinions

33
  Psychographics is a technique for measuring personality and lifestyles to developing
lifestyle classifications.

Motivation: Multiple motives

Consumers usually have multiple motives for particular Behaviours. These can be a combination
of:

 manifest
known to the person and freely admitted
 latent
unknown to the person or the person is very reluctant to admit

Note: different motives can lead to the same Behaviour; observing Behaviour is not sufficient to
determine motives.

MARKETING MIX

The marketing mix is a business tool used in marketing products. The marketing mix is often
crucial when determining a product or brand's unique selling point (the unique quality that
differentiates a product from its competitors), and is often synonymous with the 'four Ps': 'price',
'product', 'promotion', and 'place'. However, in recent times, the 'four Ps' have been expanded to
the 'seven Ps' with the addition of 'process', 'physical evidence' and 'people'.

The term "marketing mix" was coined in 1953 by Neil Borden in his American Marketing
Association presidential address. However, this was actually a reformulation of an earlier idea by
his associate, James Culliton, who in 1948 described the role of the marketing manager as a
"mixer of ingredients", who sometimes follows recipes prepared by others, sometimes prepares
his own recipe as he goes along, sometimes adapts a recipe from immediately available
ingredients, and at other times invents new ingredients no one else has tried.

34
Four P’s

The 'four Ps' consist of the following:

 Product - A product is seen as an item that satisfies what a consumer needs or wants. It is a
tangible good or an intangible service. Intangible products are service based like the tourism
industry & the hotel industry or codes-based products like cell phone load and credits.
Tangible products are those that can be felt physically. Typical examples of mass-produced,
tangible objects are the motor car and the disposable razor. A less obvious but ubiquitous
mass produced service is a computer operating system. Every product is subject to a life-
cycle including a growth phase followed by a maturity phase and finally an eventual period
of decline as sales falls.

 Price – The price is the amount a customer pays for the product. The price is very important
as it determines the company's profit and hence, survival. Adjusting the price has a profound
impact on the marketing strategy, and depending on the price elasticity of the product, often;
it will affect the demand and sales as well. The marketer should set a price that complements
the other elements of the marketing mix.
.

 Promotion - represents all of the methods of communication that a marketer may use
to provide information to different parties about the product. Promotion comprises

elements such as: advertising, public relations, personal selling and sales promotion.

 Place - refers to providing the product at a place which is convenient for consumers to
access. Place is synonymous with distribution. Various strategies such as
intensivedistribution, selective distribution, exclusive distribution and franchising can be
used by the marketer to complement the other aspects of the marketing mix.

35
CHAPTER- 3

RESEARCH
METHODLOGY

36
OBJECTIVES OF THE STUDY:

 To understand the efficiency and effectiveness of existing services at BPCL

India.

 To know the customers opinion with regard to after sales service .

 To know the satisfaction of customer with regard to post sales services.

 To identify the factors which affects improvement and development in rendering service.

SCOPE OF THE STUDY:

 The study will help the company to know their efficiency and effectiveness of existing

services.

 The company can find out the impact of service in developing new customers.

 The study will help the company to make proper marketing strategy for their weaker

areas.

 The study covers the customers of BPCL India .

37
RESEARCH METHODOLOGY:

Data source Primary (field survey)

Secondary(Internet,Catalogues,Broachers.)

Area of research India

Research Approach Survey Method

Research Instrument Questionnaire

Sample Unit All existing and potential customers

Random sampling
Sampling Method

60 units
Sample Size

Charts & percentage

Data Analysis:

38
LIMITATIONS OF THE STUDY:

Not single work is exception to the limitations every work has got its own limitations, so due to

time constraint, my study confines only to India and it is not possible to make extensive study. It

is assumed that the sample selected represents entire population.

a. Because of time constraint, my study confines only to Indi town and it is not possible
to make extensive study.

b. By busy schedule of the executives it is difficult to extract more information from

them.

c. Unwillingness of gas owners has left us to make random conclusions.

39
 CHAPTER – 3

DATA ANALYSIS
&
FINDINGS

40
1. How do you use to cook the food before purchasing a gas?

Table-1

Frequency Percent

Valid Electrical coil 42 42.0

Wood 35 35.0

Kerosene 23 23.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-1

45
40
35
30
25
20 Percent

15
10
5
0
Electrical coil wood kerosene

The information presented in table3.1 reveals that:

 42% of the respondents were using the electrical coil for cooking before purchasing the

gas. 35% of the respondents were using the wood for cooking and remaining 23% of

them were using the kerosene for the cooking before they purchasing the gas.

41
2) Which Company Gas do you use?

Table-3.2

Frequency Percent

Valid BPC 91 91.0

HPC 5 5.0

IOC 4 4.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.2

100
80
60
40 Percent

20
0
BPC HPC IOC

The information presented in table3.2 reveals that:

 91% of the respondents are using the B P C gas. 5% of the respondents are using the H P

C gas and remaining 4% for the I O C gas.

42
3. How many Bpcl Cylinders do you have?

Table-3.3

Frequency Percent

Valid ONE 69 69.0

TWO 31 31.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.3

80

70

60

50

40
Percent
30

20

10

0
One Two

The information presented in table- 3.3 reveals that:

 69% of the respondents are using single cylinder and While 31% of them are using

double cylinders.

43
4. How often you Refill your Bpcl Cylinder?

Table-3.4

Frequency Percent

Valid 20-30 days 26 26.0

30-50 days 14 14.0

50-60 days 50 50.0

Above 60 days 10 10.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.4

60

50

40

30
Percent
20

10

0
20-30 Days 30-50 Days 50-60 Days Above 60 Days

The information presented in table 3.4 reveals that:

 26% of the respondents say that they refill the cylinder in 20-30 days.

 14% of the respondents say that they refill the cylinder in 30-50 days.50% of the

respondents say that they refill the cylinder in 50-60 days and While 10% of them

say that they refill the cylinder above 60 days.

44
5. How do you Book a Bpcl Cylinder?

Table-3.5

Frequency Percent

Valid Personally 35 35

Phone 65 65.0

Letter 0 0

Sms 0 0

Ivrs 0 0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.5

70
60
50
40
30 Percent

20
10
0
Personally Phone Letter SMS IVRS
The information presented in table3.5 reveals that:

 35% of the respondents are booking their cylinders by meeting personally and

While remaining 65% are booking their cylinder by phone

45
6. How many days does bpcl dealer takes to deliver the Cylinder?

Table-3.6

Frequency Percent

Valid Same day 10 10.0

1 - 2 days 51 51.0

2 – 3 days 29 29.0

4 – 6 days 10 10.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.6

60

50

40

30
Percent
20

10

0
Same Day 1-2 Days 2-3 Days 4-6 Days

The information presented in table3.6 reveals that:

 10% of the respondents are says that the dealer deliver the cylinder on same day, 51% of

them says that dealer delivers the cylinder on 1 – 2 days, 29% of them says that dealer

deliver the cylinder on 2 – 3 days and While 10% of them says that dealer deliver the

cylinder on 4 – 6 days.

46
  7. Where does a bpcl delivery man deliver the Cylinder?

Table 3.7

Frequency Percent

Valid Out door 3 3.0

Kitchen 70 35.0

Store room 20 20.0

Some where out 7 7.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.7

Out Door
Kitchen
Store Room
Some where Out

The information presented in table 3.7 reveals that:

 3% of the respondents are in favor that the delivery men deliver the cylinder to out door,

70% of the respondents are in favor that the delivery men deliver the cylinder to kitchen.

20% of the respondents are in favor that the delivery men deliver the cylinder to store

room, While remaining 7% of them are in favor that the delivery men deliver the cylinder

to some where out.

47
8. Does BPCL Delivery men Confirms the Weight of Cylinder?

Table-3.8

Frequency Percent

Valid Yes 74 74.0

No 26 26.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.8

80
70
60
50
40
Percent
30
20
10
0
Yes No

The information presented in table 3.8 reveals that:

 74% of the respondents are says that the delivery men confirms the weight of cylinder

and Nearly 36% of them are says that the delivery men does not confirms the weight of

cylinder

48
9. Does BPCL Cylinders which you get is adequate in quantity ?

Table-3.9

Frequency Percent

Valid Yes 90 90.0

No 10 10.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.9

100
90
80
70
60
50
Percent
40
30
20
10
0
Yes No

The information presented in table 3.9 reveals that:

 90% of the respondents are says that the cylinder is adequate in quantity and Remaining

10% of the respondents are says that the cylinder is not adequate in quantity

49
10. How much does delivery men charges extra other than billed amount?

Table-3.10

Frequency Percent

Valid Free 95 95.0

5 - 10 rs 5 5.0

10 - 20 rs 0 0.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.10

100

80

60

Percent
40

20

0
Free 5-10 Rs 10-20 Rs

The information presented in table 3.10 reveals that:

 95% of respondents are says that the delivery men does not charge extra amount other

then billed amount and Nearly 5% of the respondents are says that the delivery men

charge 5 – 10 Rs extra amount other then billed amount.

50
11. How soon does Mechanic or Gas Dealer Respond Immediately in case of Leakage

Table-3.11

Frequency Percent

Valid 30 min 64 64.0

1 hour 6 6.0

1 day 30 30.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.11

70
60
50
40
30 Percent
20
10
0
30 Min 1 Hour 1 Day
The information presented in table 3.11 reveals that:

 64% of the respondents are says that the mechanic or gas dealer respond immediately in

case of leakage in 30 min.,6% of the respondents are says that the mechanic or gas dealer

respond immediately in case of leakage in 1 hour and Nearly 30% of the respondents are

says that the mechanic or gas dealer respond immediately in case of leakage in 1 d

51
12. How do you rate the behaviour of counter staff/Deliverymen and Mechanic?

Table-3.12 Frequency Percent

Valid Very good 60 60.0

Good 14 10.0

Average 20 20.0

Poor 6 6.0

Very bad 0 0.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.12

80

60

40
Percent
20

0
Very Good Good Average Poor Very Bad
The information presented in table 3.12 reveals that:

 60% of the respondents are in favour of very good behavior from the counter

staff/delivery men and mechanic of BPCL, 14% of them are in favour of good behavior

and from the analysis 20% of them are in favour of average. and While 6% of them are in

favour of poor behavior of the counter staff/delivery men and mechanic staff .

52
13. How often does BPCL conduct mandatory inspection?

Table-3.13

Valid 1 year 66 66.0

4 year 10 10.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.13

70

60

50

40

30 Percent

20

10

0
1 Year 2 Year 3 Year 4 Year

The information presented in table3.13 reveals that:

 66% of the respondents are in favour that the bpcl conduct mandatory in inspection once

in a year,20% of the respondents are in favour that the bpcl conduct mandatory in

inspection once in a two year, 4% of the respondents are in favour that the bpcl conduct

mandatory in inspection once in a three year and While remaining 10% of of the

respondents are in favour that the bpcl conduct mandatory in inspection once in a four.

53
14. How do you rate overall Performance of BPCL?

Table-3.14

Frequency Percent

Valid Very Good 80 80.0

Good 10 10.0

Average 10 10.0

Poor 0 0.0

Very Bad 0 0.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.14

90
80
70
60
50
40 Percent
30
20
10
0
Very Good Good Average Poor Very Bad

The information presented in table3.14 reveals that:

 80% of the respondents are in favour of very good over all performance of BPCL, 10% of

them are in favour of good performance and from the analysis 10% of them are in favour

of neither good/bad over all performance of BPCL.

54
15. Do you want to migrate to another company ?

Table-3.15

Frequency Percent

Valid Yes 6 6.0

No 94 94.0

Don’t know 0 0.0

Total 100 100.0

The same information is presented in the form of diagrammatically as follows:

Diagram-3.15

100

80

60
Percent
40

20

0
Yes No

The information presented in table 3.15 reveals that:

6% of the respondents are in favour of that they will migrate to IOCL,HPCL . While 96% of

them are in favour of that they don’t want migrate if bpcl starts giving better services .

55
FINDINGS

 42% of the respondents were using the electrical coil for cooking before purchasing the
gas. 35% of the respondents were using the wood for cooking and remaining 23% of
them were using the kerosene for the cooking before they purchasing the gas .

 91% of the respondents are using the B P C gas. 5% of the respondents are using the H P
C gas and remaining 4% for the I O C gas

 69% of the respondents are using single cylinder and While 31% of them are using
double cylinders

 26% of the respondents say that they refill the cylinder in 20-30 days.14% of the
respondents say that they refill the cylinder in 30-50 days. 50% of the respondents say
that they refill the cylinder in 50-60 days and While 10% of them say that they refill the
cylinder above 60 days.

 10% of the respondents are booking their cylinders by meeting personally and
65% are booking their cylinder by phone . While remaining 25% are booking their
cylinders by online website (www.ebharatgas.com )

 10% of the respondents are says that the dealer deliver the cylinder on same day, 51% of
them says that dealer delivers the cylinder on 1 – 2 days, 29% of them says that dealer
deliver the cylinder on 2 – 3 days and While 10% of them says that dealer deliver the
cylinder on 4 – 6 days.

 3% of the respondents are in favor that the delivery men deliver the cylinder to out door,
70% of the respondents are in favor that the delivery men deliver the cylinder to kitchen.
20% of the respondents are in favor that the delivery men deliver the cylinder to store

56
 room, While remaining 7% of them are in favor that the delivery men deliver the cylinder
to some where out.

 74% of the respondents are says that the delivery men confirms the weight of cylinder
and Nearly 36% of them are says that the delivery men does not confirms the weight of
cylinder.

 90% of the respondents are says that the cylinder is adequate in quantity and Remaining
10% of the respondents are says that the cylinder is not adequate in quantity

 64% of the respondents says that the mechanic or gas dealer respond immediately in case
of leakage in 30 min.,6% of the respondents says that the mechanic or gas dealer respond
immediately in case of leakage in 1 hour and Nearly 30% of the respondents are says that
the mechanic or gas dealer respond immediately in case of leakage in 1 day.

 60% of the respondents are in favour of very good behavior from the counter
staff/delivery men and mechanic of BPCL, 14% of them are in favour of good behavior
and from the analysis 20% of them are in favour of average. and While 6% of them are in
favour of poor behavior of the counter staff/delivery men and mechanic staff .

 66% of the respondents are in favour that the bpcl conduct mandatory in inspection once
in a year, 20% of the respondents are in favour that the bpcl conduct mandatory in
inspection once in a two year, 4% of the respondents are in favour that the bpcl conduct
mandatory in inspection once in a three year and While remaining 10% of of the
respondents are in favour that the bpcl conduct mandatory in inspection once in a four.

 80% of the respondents are in favour of very good over all performance of BPCL, 10% of

them are in favour of good performance and from the analysis 10% of them are in favour

of neither good/bad over all performance of BPCL.

57
CHAPTER-4

SUGGESTION
&
CONCLUSION

SUGGESTION
58
  First , suggestion is to provide right quantity of cylinders to the customer’s so that

customer is satisfied and don’t try to migrate another company.

 Second , suggestion is to resolve the customer complaint’s like leakage problem,

delivery problems or any other else the problem should be resolved within a

minute.

 Third , suggestion take customer’s feedback after the month end and ask them

about your services whether it satisfied them or not.

 Fourth , suggestion try to improve your behavior with the customer so that the

customer can be satisfied from the services provided by Bpcl.

 Fifth , suggestion is to improve your procedure regarding ordering the cylinder

whether it is through personal way , through phone or through company website.

 Sixth, suggestion is to improve your performance in the market so that company

can easily survive in the market.

CONCLUSION
59
Less than anticipated growth in the face of intensifying competition and rising costs can hardly

be expected to get the company foaming. Bpcl is exclusive distributor and it is a well known

service provider for Bharat gas and they are well established in providing satisfactory after sales

services to its customers. By seeing the observations most of the customers are having positive

perception towards Bpcl and are satisfied with its services such as Availability of Timely and

safe delivery, Staff support, Trained Mechanics etc. As per the customer they are satisfied with

the services and according to that distributor is rising in the area as per their service or any other

thing that will satisfy customer. Distributor is working according to the customer’s satisfaction

and timely delivering cylinder’s to the customer and also they are paing attention towards the

customer’s problem like leakage , delivery , ordering or any other problem they are working

according to the customer satisfaction so that they are satisfied with their services and don’t try

to migrate to any other distributor. Bpcl is performing as per the customer satisfaction and they

are performing well in the market and they are satisfying the customer by giving better services

to the customer so that they can survive in the market . According to observations most of the

customers are having positive perception towards Bpcl and are satisfied with its services such as

Availability of Timely and safe delivery, Staff support, Trained Mechanics etc. They are

working according to the taste and preferences of the customer so that they can maintain their

market value and survive in the market.

BIBILIOGRAPHY

60
REFERENCE BOOKS:-

1. MARKETING RESEARCH Tull and Hawkins.

3. MARKETING Lamb, Hair, McDaniel.

WEBSITES:-

 https://www.ebharatgas.com/

 https://www.bharatpetroleum.com/

61
 ANNEXURE

Questionnaire

Dear Sir/Madam,

62
 Please provide the below mentioned information:

Name: _______________________________________________________

Address: _______________________________________________________

Occupation: _____________________________

Annual Income ______________________ Gender: Male [ ] Female [ ]

1. How do you use to cook the food before purchasing a gas?

1. Electrical coil 2. Wood 3. kerosene

2. Which Company Gas do you own?

1. BPCL 2. HPCL 3. IOCL

3. How many bpcl Cylinders do you have?

1. One 2. Two

4. How often you Refill your bpcl Cylinder?

1. 20-30 days 2.30-50 days 3. 50-60 days

63
 4. Above 60days

5. How do you Book a bpcl Cylinder?

1. Personally 2.Phone 3.Letter

4. SMS 5.IVRS

6. How many days does dealer takes to deliver the Cylinder?

1. Same day 2. 1-2 days 3. 2-3 days

4. 4-6days

7. Where does delivery men delivers the Cylinder?

1. Out Door 2.Kitchen 3.Store Room

4. Some where Out

8. Does Delivery men Confirms the Weight of Cylinder

1. Yes 2. No

9. Does Cylinders which you get is adequate in quantity?

1. Yes 2.No

10. How much does delivery men charges extra other than billed amount?

64
 1. Free 2 . 5-10 Rs 3.10-20 Rs

11. How soon does Mechanic or Gas Dealer Respond Immediately in case of Leakage ?

1.30 Min 2. 1 hour 3.1 day

12. How do you rate the behaviour of counter staff/Deliverymen and Mechanic?

1. Very Good 2.Good 3.Averagre

3.Poor 4.Very Bad

13. How often does bpcl conduct mandatory inspection ?

1. year 2. 2 year 3. 3 Year 4. 4year

14. How do you rate overall Performance of BPCL ?

1. Very Good 2.Good 3.Average 3.Poor

4. Very Bad

15. Do you want to migrate if Iocl or Hpcl is providing better service ?

1. Yes 2. No 3. Don’t Know

65