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A PROJECT REPORT ON

“A MARKET SURVEY OF ATLAS COPCO’S AIR COMPRESSOR.”

FOR

A PROJECT REPORT ON “A MARKET SURVEY OF ATLAS COPCO’S AIR COMPRESSOR.” FOR IN KUTCH REGION

IN KUTCH REGION

In Partial fulfillment of the requirements for the summer training in the post graduate diploma in management programme

2007-2009

By

ANKIT D SHAH

(07001)

DEEPAK P GADHAVI

(07014)

T OLANI I NSTITUTE OF M ANAGEMENT S TUDIES

ADIPUR,KUTCH

ADIPUR,KUTCH 2 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES
ADIPUR,KUTCH 2 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES
ADIPUR,KUTCH 2 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Declaration We her eby declar ed that this project entitled “A market survey of Atlas Copco’s
Declaration We her eby declar ed that this project entitled “A market survey of Atlas Copco’s
Declaration We her eby declar ed that this project entitled “A market survey of Atlas Copco’s

Declaration

We

her eby

declar ed

that

this

project

entitled

“A

market

survey

of Atlas

Copco’s

air

compress or

in

Kut ch

region.”

is

our

original

work

and

the

information

collected

is

f actual

and

authenti c to best of o ur knowledge and belief.

 

This

project

has

been

s ubmitted

only

for

the

purpos e

of

P.G.D.B.M.

award

from

Tolani

Institut e

of

Management

Studies,

Ad ipur.

Mr. Ankit .D. Shah

(07001)

Mr. Deepak .P. Gadhavi

(07014)

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Date: 21/07/2008

Date: 21/07/2008 4 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

ACKNOWLEDGEMENT First and for emost, we ar e thankful to GOD for giving us the ability

ACKNOWLEDGEMENT

First and for emost, we ar e thankful

to

GOD

for

giving

us

the

ability

and

ins pir ation

for

taking

up

this

project

tas k

with

sincerity and dedication. We

wis h to expr ess our full appr eciation

to

all

tho s e

who

have

contributed

to

the

fulfillment

of

this

project.

 

A s pecial

word

of

thanks

to

Mr.

Abhijit,

Ar ea

s ales

Manager

of

Atlas Copco, and Mr. Nir aj Nankani, authorized

dealer of Atlas

Copco - Gandhidham for trusting our ability and giving us this opportunity to show our potential. We ar e heartily thankful to Mr.

Nadeem and the whole staff of Chetak Engineers for their co- oper ation in all the ways.

We would

als o

like

to expr ess our

deep s ens e of gr atitude

to Prof.

Sandip Tr ada, Sr. Faculty

Faculty

- TIMS

who

- wer e our sour ce of ins pir ation

TIMS

and

Prof.

P.

S.

Ganguly

Sr.

and guided us

all along the way.

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Finally, we would als o like to thank all the industry people for extending their s

Finally,

we

would

als o

like

to

thank

all

the

industry

people

for

extending

their s upport, co-oper ation,

and their valuable

time

to

get the desir ed information r egarding the project.

 
 

INDEX

 
 

Sr. No.

 

Topics

Page No.

1.

PREFACE

 

7

2.

EXECUTIVE SUMMARY

 

8

3.

RESEARCH OBJECTICE

 

9

4.

RESEARCH METHODOLOGY

 

10

 
  • a) Res ear ch design

 

10

 
  • b) Data Collection

 

10

 
  • c) Field wo rk

 

11

 
  • d) Analysis

 

11

5.

INTRODUCTION

 

12

 
  • a) Corpor ate history

 

13

 
  • b) Vision

 

17

 
  • c) Mission

 

18

 
  • d) Cor e values

 

18

 
  • e) SWOT analysis

 

20

6

QUESTIONNAIRE ANALYSIS AND INTERPRETATION

22

7

PRODUCT OFFERING

 

40

8

COMPITITORS

 

43

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

 
9 LIMITATIONS OF STUDY 45 10 ANNEXURE 46 a) List of visited companies 46 b) Questionnair

9

LIMITATIONS OF STUDY

45

 

10

ANNEXURE

46

 
  • a) List of visited companies

46

 
  • b) Questionnair e

51

11

BIBLIOGRAPHY

54

Preface

The main aim of pr actical tr aining in PGDBM is that the student

comes

to

know about

the

r eal

working o f an industrial unit. The

bookis h knowledge that they acquir e in the institute is us eful but the r eality is quite diff er ent. When compar ed with business

organization the pr actical tr aining of the business unit

makes the

student mor e clos e to the

management in pr actice

We have undertaken this project to know the potentia l and br and pr ef er ence with r es pect to the air compr ess or.

We

have

undertaken

this

project

for

th e

partial

s ummer tr aining in PGDBM progr am

fulfillmen t

of

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

EXECUTIVE SUMMARY The objectiv es of this project wer e to know the potential of the

EXECUTIVE SUMMARY

The objectiv es

of

this

project

wer e

to

know

the

potential

of

the

air compr ess ors

in

Kutch

r egion.

Our

target

was

to

visit

all

the

industries located

in

Kutch

r egion.

In

our

study,

we

found

that

potentia l of air compr ess ors market in Kutch r egion is very promising. Earlier the market of air compr ess ors in Kutch r egion was not s o aus picious becaus e of the lack of industries in this r egion.

Now the

s cenario has changed and the demand of air compr ess ors

has incr eas ed dr amatic ally

becaus e

the

tax

holiday

given

by

the

government after the earth quake in Kutch which encour aged the industries to expand their business and exploit the r es our ces and take full advantages of geogr aphical location. India has paced up with the growing manuf acturing s ector of country.

According to our s urvey, companies like Ingers oll Rand and Atlas Copco have dominated the air compr ess or market. In r ecent times, other companies like Elgi, C.P (Chicag o pneumati c), Kirlos kar have als o penetr ated in this s egment.

We

have

als o

found

the

key

f actors

of

br and

pr ef er ence

of

air

compr ess ors, which wer e:

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

∑ Price ∑ Power cons umption ∑ Maintenance interval ∑ After sale s ervice. ∑ Dis

Price

Power cons umption

Maintenance interval

After sale

s ervice.

Dis counts on bulk pur chasing and s chemes.

Loyalty towards company or dealer.

RESEARCH OBJECTIVE

The first step in cons umer

r es ear ch process is

to define car efully

the objectives of the study. A car efully thought- out statement of

objectiv es help to define the type an d level of information needed.

Primary Objective:-

To

know

the

market

potential

of

air

compr ess ors

in

the

r egion of Kutch.

 

To

gener ate

lead

for

the

dealer

of

atlas

copco

in

Gandhidham.

 

Secondary objectives:-

 

To

classify

the

customers

according

to

the

type

of

compr ess or.

 

To know the pr ef err ed br and of customers.

 

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

∑ To study pr ef er ences of the customer while buying the compr ess or.

To

study

pr ef er ences

of

the

customer

while

buying

the

compr ess or.

 

To find

out whether customers ar e awar e about VSD concept

of atlas copco.

 

To

study,

whether

the

customers

ar e

s atisfy

with

the

after

s ale s ervice of the company or not.

RESEARCH METHODOLOGY

Marketing Res ear ch is the s ystematic design, collection, analysis and r eporting of data and findings r elevant to a s pecific marketing situation f acing the company.

  • a. Research Design:

Business Res ear ch produces information to r educe uncertain ty. It helps focus decision-making. Res ear ch Design is the master plan of specifying the methods and procedur es for collec ting and analyzing needed information. The study was about to know the market potentia l of ATLAS COPCO in KUTCH. This project is an explor atory study. Explor atory Res ear ch is an initial r es ear ch conducted to clarify and define the natur e of a problem.

  • b. Data collection:

Most of the information has been taken from primary data, while s ome s econdary data als o was us ed. Primary data ar e data

gather ed for a specific purpos e or

for a s pecific r es ear ch project.

Secondary data wer e collected for another purpos e and alr eady

exists somewher e.

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Primary data wer e collected with the help of questionnair e. A questionnair e consist a

Primary data wer e collected with the help of questionnair e. A

questionnair e consist a s et

of questions pr es ented to r es pondents

for their answers. Becaus e of its flexibility, the questionnair e is by f ar the most common instrument us ed to collect primary data. Qu estionnair es wer e filled with pers onal interview.

  • c. Field work:

We have visited 152 companies

in

Kutch

for

the fieldwork.

Du ring the fieldwork, we wer e under the guidance of prof ess ors as well as corpor ate people. No intermed iaries wer e us ed to fill the questionnair es.

  • d. Analysis:

To

analys es

the

q uestionnair e

Simple

Tabulation,

Fr equency

Table and Per centage has been us ed. Simple Tabulation is a count of the number of r es pons es to a question and placement of them is a fr equency distribution. Fr equency table is a s ample tabulation that indicates fr equency which r es pondents give a particular answer. Per centage is a part of whole expr ess ed in hundr eds.

11

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

INTRODUCTION

INTRODUCTION 12 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES
INTRODUCTION 12 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES
INTRODUCTION 12 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

a. Corporate History:

a. Corporate History: ∑ <a href=February 21 , 1873 – Company started as AB Atlas by Eduard Fr anckel who was financed by A. O. Wallenberg and others. ∑ 1873 – AB Atlas acquir ed Ekenbergs Soner , a r ailway car maker. ∑ 1890 – AB Atlas underwent liquidation after suff ering heavily financia lly due to competition from smaller nible companies. A.O. Wallenberg, his s on and the bank Ens kilda Banken helped in r estructuring it. ∑ 1898 – AB Atlas acquir ed the rights for Sweden to manuf actur e Rudolf Dies el's engine under a subsidiary company AB Dies els Motorer ∑ 1901 – The first pneumatic tool was officially added to the production line – a pneumati c riveting hammer which was originally designed for their own works hops. ∑ 1905 – The first portable was manuf actur ed* 1911 – AB Atlas compr ess or completed a move away from r ailway car manuf acturing to mor e advanced products: ( compr ess ors and machines driven by compr ess ors) wher e competition was less. 13 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES " id="pdf-obj-12-5" src="pdf-obj-12-5.jpg">

1873

Company started as

AB Atlas

by

who

was

financed

by

A.

O.

Wallenberg and others.

 

1873 – AB Atlas acquir ed Ekenbergs Soner, a r ailway car maker.

1890 – AB Atlas underwent liquidation after suff ering heavily financia lly due to competition from smaller nible companies. A.O. Wallenberg, his s on and the bank Ens kilda Banken helped in r estructuring it.

1898

AB

Atlas

acquir ed

the

rights

for Sweden to

manuf actur e Rudolf Dies el's engine under a subsidiary company AB Dies els Motorer

1901 – The first pneumatic tool was officially added

to the production line – a pneumati c riveting hammer

which

was

originally

designed

for

their

 

own

works hops.

 

1905

The

first

portable

was

manuf actur ed*

1911

AB

Atlas

compr ess or completed

a

move

away from r ailway car manuf acturing to mor e

advanced products: ( compr ess ors and machines driven by compr ess ors) wher e competition was less.

13

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

∑ 1917 – AB Atlas cons olidated the company under the name AB Atlas Dies elengines . of steam ∑ 1920 – AB Atlas Dies el compr ess or business was hurt after distribution collaps ed due to World War I and demand dropped due to s ever e dep r ession . This for ced the company to emphasize the dies el engine business. ∑ 1924 – AB Atlas Dies el r elocated to Sickla, Nacka and s old s ome ass ets to improve liquidity. ∑ 1948 – AB Atlas Dies el s old out its dies el business after it turned out not to be as profitable as air compr ess ors, des pite the company putting lots of effort in it. Polar Atlas , a Swedis h br and of marine dies el engine started in 1903, merged into Atlas Copco. ∑ 1956 – AB Atlas Dies el changed its name to Atlas Copco , its curr ent name. The word copco is an acronym of the Belgian equivalent of Co mpagnie P neumatique Co mmer ci ale. Atlas Copco then acquir ed Arpic Engineering NV . ∑ 1968 – The AB Atlas Copco group was divided into thr ee production companies – Atlas Copco Mining & Const ruction Techniques (MCT) , Atlas Copco Airpower and Atlas Copco Tools . 14 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES " id="pdf-obj-13-2" src="pdf-obj-13-2.jpg">

1917 – AB Atlas cons olidated

the company

under the

name AB Atlas Dies el and ceas ed production engines .

of steam

1920 – AB Atlas Dies el compr ess or business

was hurt

after distribution collaps ed

due

to

War

I

and

demand dropped due to s ever e dep r ession . This for ced

the company to emphasize the dies el engine business.

1924 – AB Atlas Dies el r elocated to Sickla, Nacka and s old s ome ass ets to improve liquidity.

1948

AB

Atlas

Dies el

s old

out

its

dies el

business

after

it

turned

out

not

to

be

as

profitable

as

air

compr ess ors,

des pite

the

company

putting

lots

of

effort

in

it.

Polar

Atlas,

a

Swedis h

br and

of

marine

dies el

engine

started

in

1903,

merged

into

Atlas

Copco.

 

1956

AB

Atlas

Dies el

changed

its

name

to

Atlas

Copco,

its

curr ent

name.

The

word

copco

is

an

acronym

of

the

equivalent

of

Compagnie

Pneumatique Commer ci ale. Atlas Copco then acquir ed Arpic Engineering NV .

1968

The

AB

Atlas

Copco

group

was

divided

into

thr ee production companies – Atlas Copco Mining & Const ruction Techniques (MCT), Atlas Copco Airpower and Atlas Copco Tools.

14

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

∑ 1972 – Atlas Copco MCT introduce their first all hydr aulic tophammer r ockdrill COP1038.Ber ema – known for lightweight petrol driv en rock drills and br eakers – a complemen t to their Cobr a drill. ∑ 1976 – Small compr ess ors for thes e drills wer e added, through the acquisition of Mauguièr e a Fr ench company. ∑ 2005 – Atlas Copco launches a r evolutionary concept for mobile compr ess or. With an ultr a r esistant canopy, the HardHat give a new f ace to mobile compr ess ors in the str eet. [1] ∑ 2007 – Atlas Copco Flags Off the first Blast Hole Drill IDM30 manuf actur ed from its high tech ADS f acility at Nas hik f actory-J une 28th. Atlas Copco is a Swedis h industrial company that was founded in 1873 . It manuf actur es industrial tooling and equipment. The Atlas Cop co Group is a global industrial group of companies headquarter ed in Stockholm, Sweden. Revenues for 2007 totaled BSEK 63. The Group employs mor e than 33,000 people. The Atlas Copco Group manuf actur es products on 68 production sites in 20 countries. 15 T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES " id="pdf-obj-14-2" src="pdf-obj-14-2.jpg">

1972

Atlas

Copco

MCT

introduce

their

first

all

hydr aulic tophammer r ockdrill COP1038.

 

1975 – AB Atlas Copco bought a majority of Ber ema – known for lightweight petrol driv en rock drills and br eakers – a complemen t to their Cobr a drill.

1976 – Small compr ess ors for thes e drills wer e added,

through

the

acquisition

of

a

company.

 

2005 – Atlas Copco launches a r evolutionary concept

for mobile compr ess or. With

an ultr a r esistant canopy,

the HardHat give a new f ace to mobile compr ess ors in the str eet. [1]

2007

Atlas

Copco

Flags

Off

the

first

Blast

Hole

Drill

IDM30

manuf actur ed

from

its

high

tech

ADS

f acility at Nas hik f actory-J une 28th.

Atlas Copco is a Swedis h industrial company that

was

founded

in

It

manuf actur es

industrial

tooling

and

equipment.

 

The Atlas Cop co Group is a global industrial group of companies headquarter ed in Stockholm, Sweden. Revenues for 2007 totaled BSEK 63. The Group employs mor e than 33,000 people. The Atlas Copco Group manuf actur es products on 68 production sites in 20 countries.

15

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Atlas Copco companies develop and manuf actur e industrial tools, compr ess ed air equipment, construction

Atlas Copco companies develop and manuf actur e industrial tools, compr ess ed air equipment, construction and mining equipment,

ass embly systems, an d off er r elated s ervice and equipment r ental.

The products ar e sold

and r ented under diff er ent br ands through

wo rldwide sales and s ervice network r eaching 150 countries, half

of which ar e served by wholly or partly owned s ales companies. In the other countries, the products ar e marketed through distributors and s ervice networks. The Group oper ates through a number of divisions within four business ar eas; Compress or Technique, Const ruction and Mining Technique, and Indust rial Technique.

In clos e cooper ation

with

customers

and

business

partners,

and

with

years for s uperior productivity.

mor e

than

130

of

experience,

Atlas

Copco

innovates

The products and s ervices

r ange

from

compr ess ed

air

and

gas

equipment, gener ators, construction and mining equipment, industrial tools and ass embly s ystems to r elated aftermark et and r ental.

Atlas Copco's customers ar e located almost everywher e on the globe. To them, Atlas Copco is a local company; at the s ame time, the Atlas Copco Group is a global enterpris e with worldwide r es our ces. The Group has 68 production f acilities in about 20 countries. Manuf acturing is mainly concentr at ed in Belgium, Sweden, the United States, India, Germany, Fr ance, and China.

16

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

b. Vision:

b. Vision: Atlas Copco's vision is to be a leader in each of its business es.
 

Atlas

Copco's vision

is

to

be

a

leader

in

each of

its

business es.

This means that

the Group

must

 

be first

in

mind of its

customers,

but

als o

to

be their

first choice

-

to give

the best value.

The vision shall be achieved through three main st rat egies:

Development

through

continuous

improvement

of

existing

oper ations and products as well as innovative business concepts and new technologi es, among other ar eas s af eguard development of the Group.

Most divisions ar e product-driven in order to give each product the best chance in the market to s atisfy customer needs. Each division is s pecializ ed within a specific product ar ea and has total r es ponsibility for product developmen t, manuf acturing, and sales and s ervice oper ations.

Growth

in

order

to

s ecur e

long-term

throug h

profitability

is

a

top

priority.

This

shall

be

achieved

thr ee

main

dir ections.

Firstly,

organic

growth

by

bringing

new

products

-

developed

from

cor e

technologies

-

and

new

applications

to

new

markets.

Secondly,

str engthening

the

pr es ence

in

Asian

markets.

Finally

incr easing

r evenues

r elated

to

"us e

of

products " ,

s uch

as

mainten ance,

spar e

parts

 

and

access ories

as

well

as

equipment

r ental.

17

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Oper ations, which ar e speciali zed in s ervices r elated to "us e of

Oper ations, which ar e speciali zed in s ervices r elated to "us e

of

products " ,

that

wh ich

ar e

both

product

and

customer- driven.

This

means

the

r ange

of

products

off er ed

could als o include products,

ar e

not

manuf actur ed

by

Atlas

Copco.

The multi- br and str ategy als o plays a significant role for the

Group.

Products

diff er entia ted

and

ar e

marketed

via

various

br ands

through

ar e diff er ent

distribution

channels

in

order

to

better

s atisfy specific customer needs.

c. Mission:

Atlas Copco’s goal is to design, manuf actur e, s ell and off er s ervices that have th e best performance and lowest over all cost in the industry during the lif ecycl e of the product.

  • d. Core Values :

Ou r values expr ess what the Atlas Copco Group stands for, what

we think

it

takes

to

be

able

to

s erve

our

customers

 

eff ectiv ely.

Ou r values ar e guidelines

for how

to meet

the

needs of our target

groups.

Thes e

values

will

help

us

to

act

con sistently

-

to

project

a

common

pictur e

of

Atlas

Copco,

at

every

level,

be

it

in

a

s ales

meeting,

a

technica l

cons ultation

or

a

pr oduct

brochur e.

This consistency will give the customer the necess ary confidence to purs ue a r elations hip with Atlas Copco, and incr eas e our chances of building and mainta ining lasting r elations.

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T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Interactive

Interactive A significant attribu te of Atlas Copco is our ability to listen to and understand

A significant attribu te of Atlas Copco is our ability to listen

to

and

understand

the

divers e

needs

of

our

customers,

employees

 

and

other

target

groups,

 

coupled

with

our

capacity

to

cr eate

new

and

better

s olutions

bas ed

on

what

we

learn

 

from

that

inter ac tive

process.

This

approach

r equir es

k nowledge,

pr es ence,

flexibility

and

involvement

in

their

means making

customer

r elations

and

s ervices

process es. It priority.

a

And

for

us,

it

als o

entails

 

taking

r es ponsibility

for

the

environment.

Committed

 

We

ar e

fully

committ ed

to

our

customers'

business

and

totally

engaged

in

each

and

every

pro ject

we

undertake

together.

 

Whether

we

ar e

entering

 

a

new

geogr aphical

market

or

a

new

s egment of a well- establis hed industry, or

embarking

on

an

entir ely

new

application

of

any

of

our

existing

lasting

products,

we

ar e

That

ther e

to

stay.

We

believe

in

r elations hips.

is

one

of

th e

r eas ons

why

we

attach

importance

to

consistently

deliv ering

high- quality

produ cts

and

keeping

our

promis es.

 

And

that

is

why

customers f eel confident about establis h ing clos e and long-

term

 

r elations h ips

 

with

Atlas

 

Copco.

Innovative

 

It

is

our

b elief

that

ther e

is

always

a

better

way

of

doing

things.

That

explains

why

Atlas

Copco

is

continuously

striving

for

better

and

mor e

efficien t

solutions

-

be

it

in

19

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

produ ct development, the production line, marketing or during the cours e of consistently focusing on

produ ct development,

the

production

line,

marketing

or

during

the

cours e

of

consistently

focusing on

customers'

productivity.

number

any progr ess, we ar e

That

innovative

of

activiti es. By

able

to

s pirit

r ais e vital

is

a

our

part

of

Atlas

Copco's

identity,

a

vital

part

of

our

way

of

conducting

business. It

is

als o

the driving for ce which has

made us a leader in our industry.

e. SWOT Analysis

Strength :

Simple, quick and low cost mainten ance.

Mor e air for less power.

Complete compr ess ed air installation.

Simple and high r eliability.

Clean and dry air.

Silent power.

Atlas Copco compr ess ors bas ed on rotary s cr ew technology have always s et the benchmarks of r eliability, economy and performance in the industry.

Minimum components, total integr atio n of r efriger ant dryer,

compr ess ed air Ad vance s ound technology

s cr ew

filters

and

dampening

makes

the

air

tanks

ins ur e

a

compact

design.

ens ur es

silent

power.

Reliability

of

Atlas

Copco

100%

continuous

duty

oper ation. All this combine to make it the perf ect compr ess ed air

s olution for all the industries.

20

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Weakness :

Weakness : ∑ After sales s ervices ar e not s atisf actory. ∑ Service engineers

After sales s ervices ar e not s atisf actory.

 

Service engineers ar e not well tr ained.

Many

of

the

Atlas

Copco

compr ess ors

h ave

manuf acturing

mistakes. Procur ement of the s par e parts is difficult.

Manuals ar e not us er friendly.

 

Once the lead is gener ated

or if the customer wants

to

buy

Atlas Cop co compr ess or than

ther e

is

no

proper

guidance

and no proper follow up is taken.

 

Opportunity :

 

Ther e

is immens e

opportunity

for

the

market

of the

compr ess ors

in the Kutch r egion becaus e ther e ar e as many as 6 SEZ approved

(s pecial economic zone) in this r egion which cr eates the indir ect demand for the compr ess or as it fulfills the pneumatic r equir emen ts in the industries

Threats:

The thr eats

to

this

industry

ar e

that

new

companies

ar e

coming

thick and f ast with new advanced techno logy and s ervices and the

existing

companies

like

Elgi,

Ingers oll

Rand

and

others

ar e

becoming very competitiv e day by day in s ens e of price,

dur ability, after s ales s ervices.

21

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

QUESTIONNAIRE ANALYSIS AND INTERPRETATION Type of industries where we visited in Kutch? Sr.no Indust ries s

QUESTIONNAIRE ANALYSIS AND INTERPRETATION

Type of industries where we visited in Kutch?

Sr.no

Indust ries s egment

Number of indust ries visit ed

% of total

1

Engineering

  • 53 34.87

 

2

Timber

  • 51 33.55

 

3

Chemica l

  • 17 11.19

 

4

Pharma

4

2.63

5

Food

8

5.26

6

Salt

2

1.32

7

FMCG

5

3.29

8

Textile & Polymer

8

5.26

9

Others

4

2.63

10

Total

152

100

22

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

visited industries in ku 3% 3% 1% 5% 35% engineering timber 5% chemical 3% pharma food
 

visited industries in ku

 
3% 3% 1%
3%
3%
1%

5%

35%

  • engineering

 
  • timber

5%

  • chemical

3%

  • pharma

  • food

11%

  • salt

  • fmcg

  • textile & polym

  • others

 

34%

1) Do you use compressors?

 

No .of industries

Percentage

Industries uses compressors

80

53

%

 

62

47

%

Industries do not use compressors Total visited industries

152

100 %

2) Which types of air compressor are used?

23

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Sr. no Type of compressor Total no. of compressors 1 Rotary Screw type 130 2 Reciprocating

Sr. no

Type of compressor

 

Total no. of compressors

 

1

Rotary Screw type

   

130

2

 

Reciprocating

   

16

In

the

Kutch

r egion

89%

of

the

compr ess ors

ar e

s cr ew

type

wh er e

on ly

11%

of

compr ess ors

 

ar e

r eciprocating

type.

Reciprocating compr ess ors.

type

of

compr ess or

is

basically

small

size

of

Why rotary screw compress ors ?

Companies ar e using mor e number of s cr ew type air compr ess ors becaus e of following r eas ons:

It

is

us ed

mor e

in

150

psig

(pound for ce

per

s quar e

inch

gauge), lubricated air s ystems above 30 hp.

 

It

is

us ed

for

constant- volume,

variable- pr ess ur e

applica tions.

 

Oil

or water is

us ed for s ealing

and cooling.

 

Must

vent

r es ervoir

to

lower

power

cons umption

when

unloaded. Delivers high air volume in a compact space.

 

Smoo th, puls e-fr ee o utput.

 

Eas y to install and mainta in.

Low v ibr ation.

Why reciprocating air compress ors ?

24

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

∑ Cost advantage as a single- acting, air cooled unit below 30 hp. ∑ Double- acting

Cost advantage as a single- acting, air cooled unit below 30 hp.

Double- acting

units

us ed

above

250

psig

and

in

nonlubricat ed applications. Normally us ed for heavy- duty, continuou s service.

 

High over all efficien cy.

 

Oper ates efficiently at partial loads.

Saves hors epower in no-load conditions.

Wher e

High initia l and mainten ance costs. Large sizes r equir e heavy foundations.

the

of

compr ess ors

ar e

not

fr equently,

s o

they

ar e

using

us e r eciprocating

becaus e

it

is

not

very

costly

as

compar e

to

s cr ew

type of compr ess ors. That’s way

 

Ther e

ar e 89% of the companies

in

Kutch

ar e using

s cr ew

type

of

air compr ess ors.

Reciprocating, 1

,

,
,

Screw type, 13

 
Screw type

Screw type

Reciprocating, 1 , Screw type, 13 Screw type Reciprocating
Reciprocating

Reciprocating

Reciprocating, 1 , Screw type, 13 Screw type Reciprocating
 

25

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

3) When you buy compressors which brand comes first in your mind? ∑ Atlas Copco (61%

3) When

you

buy

compressors

which

brand

comes

first in your mind?

Atlas Copco (61% of customer pr ef err ed this br and)

Ingers oll

Rand

(21%

of

customer

pr ef err ed

this

br and) Elgi (9% of customer pr ef err ed this br and)

C.p (5% of customer pr ef err ed this br and)

 

Others(4% of customer pr ef err ed other br and)

 

26

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

4) Which company’s air compressor you use? Sr. no Company’s name Number of compress or 1

4) Which company’s air compressor you use?

Sr. no

   

Company’s name

 

Number of compress or

1

   

Atlas copco

 

76

2

   

Ingers ol r and

 

24

3

   

Elgi

13

4

   

C.P(Chicago pneumati c)

 

16

5

   

Others(gajjar,

Hitachi ,indo

 

17

 

air

, etc

6

   

TOTAL

 

146

Ther e

is

5 2

% mark et

of Atlas

Copco in Kutch r egion,

Ingers oll

Rand has s econd position

with

11

16

% of market

shar e,

Elgi

has

9

%

of market s har e, C.P has

%

of

mar ket

and

other

companies

have 12 % of market in Kutch r egion.

40 20 60 80 50 30 70 76 10 numbers of compressor 0
40
20
60
80
50
30
70
76
10
numbers of compressor
0
40 20 60 80 50 30 70 76 10 numbers of compressor 0
c.p 24 ingersol rand 13 elgi 16 name of the company atlas copco compressors used in
c.p
24
ingersol rand
13
elgi
16
name of the company
atlas copco
compressors used in visited industries
others 17
others
17
others 17
ingersol rand atlas copco others elgi c.p
ingersol rand
atlas copco
others
elgi
c.p

27

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

5) Which are the important parameters to buy the compressors? ∑ Br and ∑ Price ∑

5) Which

are

the

important

parameters

to

buy

the

compressors?

Br and

Price

After sales s ervice

 

Power cons umption

Maintenance

Pr ess ur e r eq.

of the

plant

Hours of oper ations

Applications

28

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Parameters 1 2 3 4 5 Brand 3 7 13 13 22 (5.1%) (12%) (22.41%) (22.41%)

Parameters

 

1

2

3

 

4

 

5

Brand

 

3

7

13

 

13

 

22

 

(5.1%)

(12%)

(22.41%)

 

(22.41%)

 

(37.93)

Price

2

4

7

 

10

 

35

(3.44%)

(6.89%)

(12%)

   

(17.24%)

 

(60.34)

After sales

 

3

0

0

 

7

 

48

service

(5.1%)

 

(12%)

   

(82.75)

Power

 

28

17

7

 

4

 

2

consumption

(48.2%)

(29.31%)

(12%)

   

(6.89%)

   

(3.44%)

Maintenance

 

12

13

9

 

11

 

13

 

(30.68%)

(22.41%)

(15.51%)

 

(18.96%)

 

(22.41%)

Pressure reqd

 

2

8

0

 

14

 

34

of plant

(3.44%)

(13.8%)

 

(24.14%)

 

(58.62%)

Hours of

 

19

15

8

 

7

 

9

operation

(2.75%)

(25.86%)

(13.80%)

 

(12.1%)

   

(15.51%)

Application

 

29

12

0

 

18

 

1

 

(50%)

(20.67%)

 

(31.03%)

 

(1.72%)

 

5-Most important

4-important

3-average

 

2-

not

s o

important

1-Least important

 

Sample calculation:-

 

(1*3) +

(2*7) +

(3*13) + (4*13) +

(5*22)

= 218

=

3.75

 

(3+7+13+13+22)

 

58

 

29

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

Brand: the mean of the br and is 3.75 i. e. it shows that for the

Brand:

the

mean

of

the

br and

is

3.75

i. e.

it

shows

that

for

the

companies br and is important par ameter.

 

Price:

the

mean

of

the

price

is

4.2

i. e

it

s hows

that

for

the

companies price is one of the most important par ameter.

Aft er s ales s ervice: the mean of the after s ales s ervice is 4.67 it s hows that for the companies after s ales s ervice is als o one of the most important par ameter.

Power consumption: the mean of the power cons umption is 1 .88

i. e

it

shows that for the companies

power cons umption is not so

important.

 

Maint enance : the mean of the maintenance is 1.97 i. e

it s hows

that for the companies Maintenance is not so importan t par ameter.

Pressure requirement of plant: the mean of the

Pr ess ur e r equir ement

of

plant

is

4.21

i. e.

It

s hows

that

for

the

companies Pr ess ur e r equir ement of p lant is very important par ameter.

Hours

of

operation:

the

mean

of

the

hours

of

oper ation

is

2.52

i. e.

it

shows that

for the companies’ hours of oper ation is aver age

par ameter.

 

Application: the mean of the applica tion is 2.24 i. e. it shows that for the companies application is not s o important par ameter.

30

T OLANI I NSTITUTE O F M ANAGEMENT S TUDIES

 

6) What do

you

think

about

after

sales

service of
service
of
 

Atlas Copco?

 

Sr

 

Cat egory

 

Poor

Not very

Average

Good

 

Excellent

 

.no

 

(1)

good(2)

(3)

(4)

(5)

1

Installa tions &

 

2

4

13

17

 

22

commissioning

(3.5%)

(6.89%)

(22.41%)

(29.31%)

(37.93%)

2

 

Technica l

 

22

16

17

9