New Product Development

Description
A Marketing Project on New Product Development

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CHAPTER 1 Introduction
Bharat Petroleum Corporation Limited is one of the largest state owned oil and gas company headquartered in Mumbai, India, with Fortune Global 500 rank of 272. Its corporate office is located at Ballard Estate, Mumbai. As the name suggest, its interest are in downstream petroleum sector. It is involved in refining and retailing of petroleum products. Bharat Petroleum Corporation Limited is considered to be a pioneer in Indian petroleum industry with various path breaking initiatives such as pure for sure campaigns, petro cards, fleet cards etc. Bharat Petroleum Corporation Limited was also one of the foremost organizations to implement ERP successfully across its business domain. It helped to centralize data and subsequent analysis to meet the challenging market scenario and is still termed as a landmark in the sector. Bharat Petroleum Corporation Limited growth post nationalization in 1976 has been phenomenal. One of the single digit Indian representatives in Fortune 500 & Forbes 2000 listings. Bharat Petroleum Corporation Limited is often referred to as an MNC in PSU grab. It is considered a pioneer in marketing initiatives and employs Best in class Practices.

1.1 New Product Development
In business and engineering new product development (NPD) is the complete process of bringing a new product to market. A product is a set of benefits offered for exchange and can be tangible (that is, something physical you can touch) or intangible (like a service, experience, or belief). There are two parallel paths involved in the NPD process: one involves the idea generation, product design and detail engineering; the other involves market research and marketing analysis. Companies typically see new product development as the first stage in generating and commercializing new product within the overall strategic process of product life cycle management used to maintain or grow their market share. Because the NPD process typically requires both engineering and marketing expertise, cross-functional teams are a common way of organizing projects. The team is responsible for all aspects of the project, from initial idea generation to final commercialization, and they usually report to senior management (often to a vice president or Program Manager). In those industries where products are technically complex, development research is typically expensive and product life cycles are relatively short, strategic alliances among several organizations helps to spread the costs, provide access to a wider skill set and speeds up the overall process.

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1.2

About the Product

In India diesel engines are more popular due to lower cost of diesel as compared to Petrol. Automobiles with diesel engines have captured more than 50% of the passenger automobiles market comprising Cars, Sport Utility Vehicles (SUVs) and Multi Utility Vehicles (MUVs). Major OEMs such as Fiat, Maruti Suzuki, Hyundai, M&M, TATA Motors etc. are setting up new diesel engine manufacturing facilities / increasing their existing capacity. Due to these factors, the demand for diesel engine oil required for these vehicles is expected to increase significantly. MAK DZL Zenith is expected to offer around 2% fuel economy as compared to SAE 15W-40 diesel engine oil. 2% Fuel economy would mean that cost of Engine Oil will be recovered by Customer through savings on Fuels Cost before the next oil change. While formulating MAK DZL Zenith, due care has been taken to provide durability i.e. wear protection to critical engine parts under severe operating conditions which would reduce maintenance cost. The Salient features and benefits of MAK DZL Zenith are:
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API CI-4, SAE 10W-30 Semi-synthetic formulation Uses MAK Grp-III technology Superb pick up, hence better driving experience Excellent engine cleanliness Better fuel economy without compromising durability Superior oxidation stability providing longer oil & engine life ensuring reduced maintenance New CI-4 additive technology for robust engine protection Best in class piston cleanliness – for today?s high power density hardware Chemistry designed for today?s diesel passenger cars

1.3 Relevance of the study
Bharat Petroleum Corporation Limited has introduced project CUBE: Customer Understanding for business Excellence Dealers, distributors and vendors have played an important role in the company`s growth and it has helped to establish reputation of customer friendly company. Various dealer panels meet helps to build strong bonds with customer. Lube was the first petroleum downstream product to be totally deregulated with effect from 1991. Bharat Petroleum Corporation Limited lubes SBU has been registering sales continuously over past many years. MAK Make it possible is the tag line of MAK. It is a young brand powered by dynamic team. It has epitomized the value of innovation in its products, services and communication. The brand has been successful in the face of competition from very long standing brands. It bids fair to be a leading brand in the category overtime. Deregulation in 1991 and entry of multinationals during 1993 to 1996 lead to the significant transition of lubes industries in India. ? Lubes are sold through various modes: retail outlets, multiproduct lube retailers, spare parts shops, lube shops, garages, service station and for industrial segment through B2B interface. The objectives of these channels is to bring back the consumers to retail outlet. To encourage them to

3 participate in consumer engagement activities and create cross sales opportunities. The high street market was dominated by private players. The need for the research is to study about the lubricant sales in the two wheelers segment. The study is divided into three parts. I. Lubes market scenario in retail and bazaar. II. Opportunities in diesel engine segment III. Factors influencing retailers and mechanics to promote a brand.

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CHAPTER 2 Research problems
The research problem was to know and analyze the factors that will increase the market share in MAK lubricants to authorized service stations. For this analysis to be carried out, we have to work on the various factors which are influencing for the selection of the Engine Oil for use at their service station. These factors will be helpful in formulating new ideas or recommendations for the growth of company. Implementation of the following ideas will help in increasing the market share of MAK lubricants to authorized service stations. So, ultimately the goal of doing this project is “To Study the various factors to retain at least 60% of Market share inMAKlubricants sales to authorized service stations in Chennai market”.

2.1 Research objectives
? To understand the Lube industry (mainly MAK engine oil market of Hyderabad) from theSecondary Research. To analyze all the important parameters in selection and buying of engine oil. To formulate questionnaire. To undertake exploratory survey of MAK lubricant at authorized service stations market of Hyderabad with the help of two wheeler authorized service stations.

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To know the present market share of MAK lubricants in authorized service stations of twowheeler segment. To analyze all the survey data & formulate recommendations based on it to increase themarket share of MAK lubricants.

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CHAPTER 3 Industry profile
The Indian Oil and Gas sector is one of the six core industries of India and contributes over 15 percent to the Gross Domestic Product. The country is the sixth largest consumer of oil in the world and the ninth largest crude oil importer. The sector is of immense importance to the economy owning to its significant forward integration with many other sectors. India is committed to boosting its growth many times. The need of the hour, therefore, is to channelize all efforts on exploration of new blocks effectively as well as efficiently. The growing demand for crude oil and gas in the country coupled with policy initiatives of the government of India towards increased E&P activity has given great impetus to the growth of this sector.

3.1 Key statistics
? Oil continued to remain the top item in India`s export basket during 2012-13. Crude oil as well as other petroleum products accounted for about one-fifth of India`s outbound shipments, giving the much needed boost to the country`s export. Petroleum product exports rose 7.7 percent at US $ 60.3 billion in 2012-13 from US $ 56.04 billion in 2011-12. Indian refiners processed 6.8 percent more oil in April 2013 than a year earlier at 3.62 million barrels per day according to recent government data, reflecting expanded capacity. Natural gas output stood at 3 billion cubic meter in April 2013. India`s refining capacity was enhanced by 400000bpd in 2012. Another 400000 bpd of capacity could be added in 2013 in Indian oil Corporation 300000 bpd Paradip and Nagarjuna`s 120000 bpd Cuddalore refineries are completed by the end of this year.

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3.2

Diesel and Petrol

Crude oil petroleum, as indicated by the core sector indes, accounts for over 5 percent of India`s index of industrial production. Diesel consumption increased by 4.2 percent year on year in April 2013 to 6.2 million tons, according to data compiled by the petroleum Planning and Analysis cell of the ministry of Petroleum and Natural Gas. The growth in Diesel consumption was faster than other petroleum products. The overall consumption of petroleum products increased 3.1 percent year on year April 2013 PPAC data indicated.

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3.3

Gas

Natural gas has emerged as one of the most preferred fuel owning to its environment-friendly properties, greater efficiency and cost effectiveness. India`s shale gas reserves are about 290 trillion cubes feet of which 63 TCF could be recovered, according to a study by US energy International Agency. Shale gas Is natural gas formed from being trapped within shale formations. Natural gas sector constitutes about 9.8 percent of primary energy consumption which is projected to grow up to 20 percent by 2025 as per Indian Hydrocarbon vision. About 65 percent of natural gas consumption is accounted by power and fertilizer sectors. Petroleum and natural gas regulatory board chairman S.Krishnan emphasizes on the need to develop a strategy to meet substantial share of energy needs from natural gas and take its contribution in the country`s energy basket from 9.8 percent to 25 percent in the medium term. The demand for natural gas in India has been growing, and is expected to increase by 280 percent from the current levels to 220 BCM by 2020.

CHAPTER 4 Indian Lubricant Industry
Indian lubricants? industry presents new market opportunities, Strong growth in the Indianautomotive,power and engineering sectors is creating new market opportunities for lubricants?manufacturers, according to this new study. In the automotive sector, consumers are migratingto better quality vehicles and motorbikes and as a result, using higher grade lubricants; this isbenefiting multi-grade lubricant products with strong brand recognition and wide distribution. Inthe industrials? segment, high levels of investment in the power, manufacturing and transportsectors should drive very strong growth for transformer oils, marine and aviation lubricants.Whilst there are no restrictions on foreign lubricant manufacturers from establishing 100%-owned operations in India, many have chosen to partner with local companies.The Indian automotive lubricants market is largely price sensitive and volume growth isstagnating due to longer lasting lubricants. The market is fragmented with over 22 big and smallmanufacturers and with the spate of mergers and acquisitions (M&A), only a handful of bigcompanies enjoy a major market share.Companies are adopting a more customer-oriented approach where they are likely tofocus on creating brand awareness through print and visual media. For example promotionalcampaigns and trade shows offering gifts to their customers are methods of driving sales of automotive lubricants.The original equipment segment and retail trade are the two major marketing channels inthe Indian automotive lubricants market. Due to the growing competition, tie-ups with originalequipment manufacturers (OEM) are becoming important as they reinforce the value propositionof a particular brand.Petrol pumps form a major distribution channel in retail trade, however sales of lubricantsthrough retail outlets (also called „the bazaar trade?) has transformed the Indian

6 automotivelubricants market into a fast moving consumer goods (FMCG) sector. The other marketingchannels are authorized service stations, garages, rural and agricultural dealers, super markets,and wholesale distributors.

4.1 Oil & gas-Key Developments and investments
? State owned petro net LNG intends to establish a mini liquefied natural gas terminal in the Andaman and Nicobar islands at an outlay of about Rs600 crore. The company is also set to commission its second terminal in Kochi in july 2013. The mini LNG terminal would be petro LNG first venture outside mainland India. Petro net is also in the process of enhancing the capacity at its Dahej terminal from 10 MT to 15 Mt. The company is also bidding for a 25 percent stake is Gujarat state Petroleum Coporation 5MT Lng terminal at Mundra. If it acquires stake in the project, it would form an alliance with GSPC and the Adani Group. PunjLolyd has bagged Rs 730 crore B-127 cluster pipeline project in Mumbai from oil and Natural Gas Corporation . ONGC Videsh Ltd the foreign investment arm of state run ONGC has announced its intentions to invest in power, petro chemical and fertilizer plants in Bangladesh after securing two shallow water gas blocks in the south Asian nation. The firm would be getting into exploration business in a neighboring country for the first time. OVL along with oil india Ltd will develop the blocks in Bangladesh . A production sharing contract for the same would be signed by August 2013.

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CHAPTER 5 Company Profile
Bharat Petroleum Corporation Limited (BPCL) is an Indian state-controlled oil and gas company headquartered in Mumbai, Maharashtra. BPCL has been ranked 225th in the Fortune Global 500 rankings of the world's biggest corporations for the year 2012. In 1989 during vast industrial development, an important player in the South Asian market was the Burmah Oil Company. Though incorporated in Scotland in 1886, the company grew out of the enterprises of the Chef Rohit Oil Company, which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma. In 1928, Asiatic Petroleum Company (India) started cooperation with Burma oil company. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. Burmah Shell began its operations with import and marketing of Kerosene. On 24 January 1976, the Burmah Shell 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.

7 In 2003, following a petition by the Centre for Public Interest Litigation, the Supreme Court restrained the Central government from privatizing Hindustan Petroleum and Bharat Petroleum without the approval of Parliament. As counsel for the CPIL, RajinderSachar and PrashantBhushan said that the only way to disinvest in the companies would be to repeal or amend the Acts by which they were nationalized in the 1970s.As a result, the government would need a majority in both houses to push through any privatization. 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 #2 slot behind Indian Oil. The company's refineries -- in Mumbai, Kochi, and Numaligarh (62%-owned) -collectively process more than 24 million metric tons of crude oil per year. BPCL sells engine oils and gasolines, liquefied petroleum gas (LPG), and kerosene. It has10,000 gas stations, a national network of kerosene dealers, and more than 2,450 LPG distributors. The company operates 50 LPG bottling plants and serves more than 30 million LPG customers across India.

5.1

Early History - Dawn of a New Era

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. Samuel Kier, a Pittsburgh druggist, bottled and marketed Petroleum as medicinal cure. To market a deodorised variant, he designed the first primitive refinery in 1852, which was a huge improvised kettle, connected to a metal tank. 'Colonel' Edwin Drake and 'Uncle' Billy Smith drilled a well with the specific objective of finding oil, and on 27th August 1859, they 'struck oil' at Titusvale, in North Western Pennsylvania, USA, at a depth of 69.5 ft.

5.2 From Nothing to Gold
The 1860s saw vast industrial development. A lot of petroleum refineries also came up. An important player in the South Asian market then was the Burmah Oil Company. 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 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.

8 While discoveries were made and industries expanded, John D Rockefeller together with his business associates acquired control over numerous refineries and pipelines to later form the giant Standard Oil Trust. The largest rivals of Standard Oil - Royal Dutch, Shell, Rothschilds - came together to form a single organisation: Asiatic Petroleum 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

5.3 The Pioneering Spirit - Burmah Shell Marketing
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. The company took up the challenge of reaching out to the people even in the remote villages to ensure every home had its supply of kerosene. The development and promotion of efficient kerosene-burning appliances for lighting and cooking was an important part of kerosene selling activity. 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. On 15th October 1932, when civil aviation arrived in India, the company had the honour of fuelling J.R.D. Tata's historic solo flight in a single engined de Havillian Puss Moth from Karachi to Bombay (Juhu) via Ahmedabad. Thirty years later, i.e. in 1962, Burmah Shell again had the privilege to fuel JRD Tata's re-enactment of the original flight. Burmah Shell also fuelled flying boats, which carried airmail at slightly higher rates than sea transport, at several locations. As a true pioneer would, the company introduced LPG as a cooking fuel to the Indian home in the mid1950s. And all along, it went beyond selling petroleum, to educate the customer. Besides selling Bitumen, the company pioneered desert road construction, training road engineers. It provided free technical services to industrial customers - big and small - and it became a part of the company's culture.

5.4 From Burmah Shell to Bharat Petroleum
On 24th January 1976, the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. On 1st 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.

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5.5 Shaping the Future
The core strength of Bharat Petroleum Corporation Limited has always been the ardent pursuit of qualitative excellence for maximisation of customer satisfaction. Thus Bharat Petroleum, the erstwhile Burmah Shell, has today become one of the most formidable names in the petroleum industry. Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries, and several international and domestic airlines.

5.6 Dynamic Growth Post Nationalisation
Following Nationalisation in 1976, Bharat Petroleum changed gears and embarked upon a rapid growth path. Turnover, profitability and financial reserves grew by leaps and bounds. Massive expansion and modernisation provided a tremendous boost to the company's performance. Large-scale recruitment and training became critically important to meet the demands of expansion.

5.7 The Planned Approach
Increasing globalisation, new products and services, and innovative marketing have resulted in a very market savvy consumer. The production-based success philosophy of marketers has now been replaced by a customer-oriented philosophy. Bharat Petroleum has taken cognisance of this situation well in time and has been taking radical steps to keep itself attuned to the changing times, realising that the future belongs to those who listen and adapt to their customers.

5.8 Strategy Development
Bharat Petroleum recognises that all strategic initiatives must conform to the overall vision ofthe Corporation and improvethe economic value. The Strategy Development effort at the corporate level achieves better focus in the new organisational structure, besides facilitating the SBUs in developing their respective strategies that lead to an integrated Corporate Strategy. A Business Planning process has been put in place that not only provides opportunities for the SBUs to pursue their visionary goals in consonance with the Corporate Vision, but also continuously monitors trends and identifies strategic opportunities for the Corporation.

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5.9

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.

5.10 Research and Development
Research and development CentreAlways 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 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.

CHAPTER 6 Literature review
Alan David Smith INTRODUCTION New Product Manufacturability Threats and Development Team Processes
Innovation through the development and marketing of products and services has been a key source of competitive advantage for both small and large manufacturing firms. New product manufacturability (NPM) is a strategic fit between the product design specifications from the new product development (NPD) team and the actual capabilities of the manufacturing/production processes. Numerous process modifications, modeling and simulation techniques, and design-for-manufacturability (DFM) projects can be found through the academic and practitioner?s literature. Smith and Rupp (2002a, 2002b, 2002c) and Smith (2003) suggested that manufacturability and related manufacturing research into processing technologies and systems analysis must include evaluation of the environmental and energy impacts, as well as economic considerations.

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6.1 Background and Purposes
With the concepts of NPD/NPM in the strategic IT and manufacturing management well established in the business literature, there are two major thrusts or purposes of this study. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. The purposes of the present study of NPD/NPM processes within the smart card and AIDC-related industry include the following: (1) To provide insight into successful NPD/NPM processes in terms of performance metrics associated with potential threats to manufacturability and on related issues of team integration and financial success and/or profitability factors. As posited earlier, the factors of technological uncertainty, complexity, design outsourcing, product newness, and project acceleration may directly threaten the success in NPD. Therefore, a better understanding is needed to identify which characteristics NPD managers should pay attention to in terms of manufacturability concerns. (2) To compare and validate Swink?s (1999, 2000) model of selected threats to manufacturability and the moderating effects of team integration activities/processes on non-AIDC manufacturing industries with the results from the present study of smart card and AIDC-related technologies. Since Swink?s study was done in a relatively low technology and non-AIDC environment, this comparison should be quite useful for generalizability purposes. This purpose is to showcase differences/similarities between the two manufacturing industries. Eventually, comments on the generalizability of the results of this study to nonAIDC manufacturing industries are to be formulated and discussed. Swink?s study was done on a variety of non-AIDC manufacturing firms representing a wide range of industries and manufacturability issues. The present study is more homogenous and representative of the high-technology industry. A detailed comparison of the two industries will help determine if there are universal constructs in dealing with the potential threats to manufacturability as well as the moderating effects of team integration processes on these potential threats. (3) In essence, manufacturers leveraging concepts and techniques associated with DFM and DFA, for example, are interested in taking stock of the smallest component Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.and/or assembly steps in a product development cycle to reduce the threats of technical uncertainty and complexity to the overall manufacturing process. Development andrelated design teams often use brainstorming techniques, if management is willing to relinquish absolute control of the manufacturing process to empowered team members, overcome potential threats to production completion time and quality assurance targets. Development teams can also reduce the risk associated with these threats before upper management commits significant amounts of resources to design the production process by directly assessing the potential savings and ultimate development/production costs. Development teams using DFM analysis software for designing complex parts or a preliminary cost estimate and DFA software to evaluate and reduce assembly times for the new design can significantly reduce these potential threats to

12 manufacturability. The major scholarly outcome of this research initiative is to empirically investigate the moderating influences of technical team integration issues of NPD.

CHAPTER 7 Research Methodology
This research work is done to first find out the factors which affect selection and the buyingdecision of engine oil in authorized service stations & secondly on the basis of survey analysis,formulate recommendations to improve market share.

7.1 Type of research
The research work conducted is exploratory & descriptive in nature. This research work is usedto investigate the factors which are affecting the buying decision of engine oil in authorizedservice stations. It?s an exploratory and descriptive research, as it has using both the secondarydata and surveys respectively.

CHAPTER 8 Data analysis and Interpretation
The next step the researcher to deal with after completion of the data collection process is to Analysis of data and interpretation of the findings. This exercise is an important part of any research work. Simply collection the data is of no use unless the end derivatives of analysis and interpretation of the findings are not answered and recommendations are made thereof for rectification of the shortcomings or improvements are done. Normally, the researcher uses various types of analysis for computation of certain indices or measures along with searching for patterns of relationship that exist among the data groups. There are mainly two types of analysis i.e (i) Descriptive analysis and (ii) inferential analysis. Descriptive analysis examines the distributions of one variable. The analysis in respect of one variable is known as unidimensional analysis and in respect of two variables, it is called bivariate analysis. If the variables are of more than two, then it is called as multivariate analysis. For our part of the research work we have adopted the simple descriptive type of analysis with multivariate questionnaire. The interpretation of the survey results done with the help of statistical tabulation supplemented with Graphical presentation for better understanding.

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Sample Size
The sample as the name implies is a smaller representation of a large universe. For research purposes, a section of the whole population only is selected from the latter in such a way that they are the representatives of the universe called a sample. For a research purpose normally it is presumed that larger the sample size, better the research results. But one can say that the sample must be an optimum size that it should be neither excessively large not too small. Technically, the sample size should be large enough to give a confidence interval of desired width and as such the size of the sample, accordingly to researchers, to be chosen by logical process. It is also said, smaller the organization, larger sample would be better. Larger the universe, smaller the sample size could be adopted for drawing conclusions. This is based on the belief that a single sample is an element of the universe. Hence, reasonable number of sample will represent the universe to take a pragmatic view and draw inferences for research purposes. Accordingly the sample size for this research purpose was fixed at 100. The questionnaire were mostly are in structured format of dichotomous multiple choice type and was consisting 14 sections of different areas of customer coverage. The questionnaire was equally distributed at all the above four locations. The format of the questionnaire is attached at the end of this research work as ANNEXURE. The sample size of 25 retailers and 25 mechanics has been chosen randomly. The study requires an in depth study and keen observation in collecting date regarding the lubricants.

8.1 Primary Data
As per research design the research analysis was to be made based on the primary data sources. For this purpose as stated supra, a comprehensive research questionnaire was prepared dichotomous multiple choice type format. The questionnaire was prepared after careful evaluation of existing facilities at the said stores with an objective to assess the level of existing facilities and marketing standard of pdts and services at the outlet vis-à-vis the customer perceptions and expectation levels at the store, which is adopted and implemented, how the customer will be benefited so that the level of customer satisfations could be assessed and evaluated in a tabulated format. The data was being gathered through a survey based research approach with the help of questionnaire. The questionnaire was made in English.

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8.2 Secondary Data
With a view to gather sufficient information and also to identify the present growth plans of BPCL as well the future as well the future plans of the company for updation of the existing store arrangements, marketing of products and other services, I have also gathered input and source data by means of various modes like Annual reports, Training manuals, Presentations, journals and company web sites. Once a problem has been identified and the research design to carry out the research has been formulated, then the researcher has to collect the data by adopting appropriate data collection technique such as primary data and or secondary data. These information should be accurate to a larger extent and as per the requirement of researcher. The data collection is a most crucial part of any research work without which, the researcher cannot come out with a finding for the existing problem and solution therof. The source of secondary data was the articles on the engine oil mentioned on the internet.The sources of all the sites are mentioned in bibliography & under the subscript whenever it is used in this report.

8.3 Limitations of research
The research work was undertaken in accordance with the Research design and plan. The questionnaire was prepared in a structured way with the research objective that, feedback from the customer to be received under various classifications in a multi variant format. The analysis of data, evaluation of response, research findings and recommendation was made based on the survey results. But, the survey result and research work undertaken based on such survey result may not be authenticated and full proof. It is so because of the following factors:

Limitation factor:
a) The data collected was primary data in the form of structured multiple choice as well as Dichotomous questionnaire from four different petrol pump sites located in Chennai town. The response of the participants to a particular question was of different magnitude at different locations with different perception levels of individual. Hence, it was found difficult to arrive at a consolidated conclusion for a particular question or issue on which research was to be done. b) Secondly though the participants have responded to the questionnaire positively, for many of the questions, it was found that the participant did not responded too. It caused serious trouble to tabulate the data and interpret the survey results. c) The analysis of the data was done based on the survey results by way of adopting the normal mathematical tabulation method. Interpretation of the survey result was based on certain assumption and presumptions. Hence, the research results may not be of authenticated and full proof. d) The sample size was only 50 while the customer populous were more than 20 million. Hence the survey result may not be true representation of the universe.

15 e) There could be changes or modification or adoption of new technological development in the f) system by the company from the date survey was done to till date. Hence it could have been not possible that the project work could not have covered those changes and modifications up-to-date at the time of finalizing this project work. For the above stated facts, I do submit that the research work undertaken may suffer with some level of limitations which could have been caused beyond my control and wisdom.

8.4 Sampling
The samples of 50 Retailers and mechanics have been chosen randomly from in and around Chennai.

8.5

Research gap

This technical report, developed by the BPCL outlines a framework for identifying research gaps from systematic reviews. The framework identifies research gaps by examining Evidence-based Practice Centers and organizations that conduct systematic reviews. The framework specifies where and why the current evidence is lacking. Although there are rigorous methods for conducting systematic reviews, there has not been a systematic process for identifying research gaps when developing the future research sections. As part of a process designed to develop guidance for Evidence-based Practice Centers (EPCs) to use to generate technical reports and evidence reports for the BPCL asked EPCs to respond to seven questions about meeting research needs. The developers of this technical report sought to answer the question: What are the various frameworks, concepts and principles used to determine research gaps within a systematic review? A research gap is defined as a topic or area for which missing or insufficient information limits the ability to reach a conclusion for a question. A research need is defined as a gap that limits the ability of decisionmakers (policy-makers, patients, practitioners) from making decisions. This technical report found that there is no specific process for identifying research gaps during systematic reviews. Organizations most commonly used variations of the PICO (population, intervention, comparison, outcomes) framework, which is proposed as a framework for identifying research gaps from systematic reviews. This Project examines ways of constructing research questions from existing literature, which are likely to promote the development of interesting and influential theories. We review 52 articles in organization studies and develop a typology of how researchers construct their research questions from existing literature. The most common way across paradigmatic camps is to spot various „gaps? in the literature and, based on that, to formulate specific research questions. The dominance of gap-spotting is surprising, given it is increasingly recognized that theory is made interesting and influential when it challenges assumptions that underlie existing literature. The article discusses why assumption-challenging

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16 approaches are rare, and it identifies a range of social norms that favour gap-spotting. Finally, the article proposes some ways of constructing research questions that move beyond gap-spotting, and discusses how these ways are likely to promote more interesting and significant theories.

CHAPTER 9 RELIABILITY AND VALIDITY OF THE QUESTIONNAIRE
S.No 1 Questionnaire New Product Development No. of items 6 No. of cases 9 Cronbach’s Alpha Score 0.741

Samples of 20 were investigated to assess the suitability of the questionnaire design. Based on the response entertained during Jan- May 2013 and analysis of the same questionnaire was found to be suitable for the study. The Alpha value found using Reliability Calculator by Del Siegle is greater than 0.5, Hence Reliability is acceptable of this study.
0.74185 464 0.22663 337 0.58609 554 19.2 2.13541 565 7.87969 9248 8.18045 1128 Questio n1 2 4 1 1 4 Questi on 2 2 3 1 3 3

Cronbach's Alpha

Reliability Calculator created by Del Siegle ([email protected])

Split-Half (odd-even) Correlation

Spearman-Brown Prophecy Mean for Test Standard Deviation for Test KR21 KR20

Questio ns 8 Questi on 3 2 1 2 2 3

Subject s 5 Questi on 4 3 1 4 3 2 Questi on 5 4 1 2 2 4 Questio n6 4 2 3 3 2 Question 7 1 1 4 1 1 Questi on 8 3 3 2 3 3

Subject1 Subject2 Subject3 Subject4 Subject5

17

CHAPTER 10 Retailers Descriptive analysis Category of oil sold
Table 1 Category of oil sold All oils Diesel engine oils Total Graph 1
160 140 120 100 80 60 40 20 0 All oils Diesel engine oils total

Frequency 15 35 50

Percent 30 70 100

Percent Frequency

Inference: From the above table it is found that 30% of the retailers sell all category of oil sold and 70% of the retailers sell only sell diesel engine oils.

18

No. of years of business
Table2 Valid Up to 5 5-10 Above 10 Total Frequency 19 22 9 50 Percent 38 44 18 100

Graph 2
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table it can be seen that 38% of retailers are in business for a period of 5 years, 44% of retailers are in business around 5-10 years and 18% of the retailers are above 10 years..

19

Lubricant brand sold
Table 3 Oil brand Castrol Gulf Shell Servo Mak Valvoline Total Frequency 9 2 23 6 8 2 50 Percent 18 4 46 12 16 4 100

Graph 3
120

100

80

60

Frequency Percent

40

20

0 Castrol Gulf Shell Servo Mak Valvoline Total

Inference: From the above table it is inferred that 18% of retailers use Castrol 4% use Gulf 46% use Shell 12%use servo 16% use Mak and 4% use Valvoline.

20

Gifts and offers
Table 4 Particulars Yes No Total Frequency 38 12 50 Percent 76 24 100

Graph 4
120

100

80 Frequency Percent 40

60

20

0 Yes No Total

Inference: From the above table it is see that 76% percent of the retailers get gifts from their vendors and 24% percent of the retailers do not get gifts or offers.

21

Do the retailers get credit from their vendor
Table 5 Valid Sometimes Always No Credit At times Total Frequency with no. of days 17 (7) 28 (12) 2 3 (5) 50 Percent 34 56 4 6 100

Graph 5

Percent
120 100 80 60 40 20 0 12 Yes 28 May be 10 No 50 Total Percent

Inference: From the above table It is found that 34% of retailers get credit for 7 days on an average, 56% get for 12 days on an average, 4% do not get credit, and 6% get for 5 days on an average.

22

Type of customers visit the Shop
Table 6 Valid Customers (end users) Mechanic Total Frequency 17 33 50 Percent 34 66 100

Graph 6
90 80 70 60 50 40 30 20 10 0 Yes May be No Percent Frequency

Inference: From the above table we come to know that 34% who come to the retailers are end users and 66% of them are mechanics.

23

Margin available in selling the diesel engine oils
Table 7 Valid 10-20 20-30 30-40 Total Frequency 28 12 10 50 Percent 56 24 20 100

Graph 7
120 100 80 60 40 20 0 Oct-20 20-30 30-40 Total Frequency Percent

Inference: From the above table we come to know that 56 % of retailers get their margin from 10-20, 24% get around 20-30 and 20% get from 30-40.

24

What the retailers expect the oil company to give for selling their oil
Table 8 Particulars Gifts Tour/coupon Scholarships Price discounts Total frequency 31 7 9 3 50 Percent 62 14 18 6 100

Graph 8
120 100 80 60 40 20 0 Shell Mak Castrol Total Frequency Percent

Inference: From the above table we come to know that 62% of retailers expect Gifts, 14% expect Tour/coupons,18% expect scholarships and 6% expect price discounts.

25

How likely would retailers recommend this brand
Table 9 Particulars Definitely Not much Not Total Frequency 8 32 10 50 Percent 16 64 20 100

Graph 9
120 100 80 60 40 20 0 Shell Mak Castrol Total Frequency Percent

Inference: From the above table we come to know that 16% will definitely recommend, 64% will recommend rarely and 20% will not recommend to others.

26

Leading diesel engine oil brand
Table 10 Particulars Shell Mak Castrol Total Frequency 32 5 13 50 Percent 64 10 26 100

Graph 10
120

100

80

60

Frequency Percent

40

20

0 Shell Mak Castrol Total

Inference: From the above table we come to know that 64% of retailers prefer shell as best, 10% say Mak is best and 26% say Castrol is best.

27

10.1 Inference Analysis Retailers
Hypothesis 1 Null hypothesis:
There is no significant difference between the category of oil sold and the lubricant brand sold. Chi Square Test and Correlation Chi Square Test= (O-E)2/ E Correlation= (N?XY-?X?Y)/(N?X2-{?X}2) (N?Y2-{?Y2}) CORRELATIONS /VARIABLES=CATEGORYOFOILSOLD LUBRICANTBRANDSOLD /PRINT=TWOTAIL NOSIG /MISSING=PAIRWISE.

Correlations

28
Notes Output Created Comments Active Dataset Filter Input Weight Split File N of Rows in Working Data File Definition of Missing Missing Value Handling Cases Used Statistics for each pair of variables are based on all the cases with valid data for that pair. CORRELATIONS /VARIABLES=CATEGORYOFOILSOLD LUBRICANTBRANDSOLD /PRINT=TWOTAIL NOSIG /MISSING=PAIRWISE. Processor Time Resources Elapsed Time 00:00:00.10 00:00:00.03 User-defined missing values are treated as missing. DataSet0 <none> <none> <none> 29 05-SEP-2013 12:53:22

Syntax

29 [DataSet0] Correlations CATEGORY OFOILSOLD LUBRICANT BRANDSOL D -.005 .980 25 -.005 .980 25 25 25 1

Pearson Correlation CATEGORYOFOILSOL Sig. (2-tailed) D N Pearson Correlation LUBRICANTBRANDSO Sig. (2-tailed) LD N

1

CROSSTABS /TABLES=CATEGORYOFOILSOLD BY LUBRICANTBRANDSOLD /FORMAT=AVALUE TABLES /STATISTICS=CHISQ CORR /CELLS=COUNT /COUNT ROUND CELL.

30

Crosstabs

Output Created Comments Active Dataset Filter Input Weight Split File N of Rows in Working Data File Definition of Missing Missing Value Handling Cases Used DataSet0 <none> <none> <none>

05-SEP-2013 12:56:58

29

User-defined missing values are treated as missing. Statistics for each table are based on all the cases with valid data in the specified range(s) for all variables in each table. CROSSTABS

/TABLES=CATEGORYOFOILSOLD BY LUBRICANTBRANDSOLD Syntax /FORMAT=AVALUE TABLES /STATISTICS=CHISQ CORR /CELLS=COUNT /COUNT ROUND CELL. Processor Time Elapsed Time Resources Dimensions Requested Cells Available 2 174734 00:00:00.03 00:00:00.05

31

Case Processing Summary Cases Valid N CATEGORYOFOILSOLD * LUBRICANTBRANDSOLD 25 Percent 86.2% N 4 Missing Percent 13.8%

Case Processing Summary Cases Total N CATEGORYOFOILSOLD * LUBRICANTBRANDSOLD 29 Percent 100.0%

32

CATEGORYOFOILSOLD * LUBRICANTBRANDSOLD Crosstabulation Count LUBRICANTBRANDSOLD CASTRO L TRUCKS DIESEL CARS CATEGORYOFOILSO PETROL LD CARS ALL OIL Total 2 1 0 GULF SERVO MAK

1 0 0

0 1 1

0 2 0

0 3

1 2

1 3

1 3

CATEGORYOFOILSOLD * LUBRICANTBRANDSOLD Crosstabulation Count LUBRICANTBRANDSOLD VALVOLIN E TRUCKS DIESEL CARS CATEGORYOFOILSOLD PETROL CARS ALL OIL Total 0 2 6 1 0 6 0 0 2 2 5 25 0 4 SHELL OTHER Total

1 4

1 1

5 13

33

Chi-Square Tests Value df Asymp. Sig. (2-sided) 18 18 1 .457 .256 .979

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

17.981a 21.470 .001

25

a. 28 cells (100.0%) have expected count less than 5. The minimum expected count is .16.

Symmetric Measures Value Asymp. Std. Errora .208 Approx. Tb Approx. Sig. .980c .857c

Interval by Interval Ordinal by Ordinal N of Valid Cases

Pearson's R

-.005

-.025

Spearman Correlation

-.038

.239

-.183

25

34

a. Not assuming the null hypothesis. b. Using the asymptotic standard error assuming the null hypothesis. c. Based on normal approximation.

Result:
The obtained value is lesser than 1 and hence null hypothesis is accepted. is no significance difference between category of oil sold and the lubricant brand of oil sold by the retailer

35

CHAPTER 11 Mechanics Number of vehicles come for service a day
Table 11 Particulars 1-3 4-7 8-10 Total Frequency 13 27 10 50 Percent 26 54 20 100

Graph 11
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we infer that 26 % of mechanics prefer 1-3 , 54% prefer 4-7 and 20% prefer 8-10 vehicles come for service a day.

36

Number of vehicles change oil in a day
Table 12

Valid 1-2 3-4 4-8 Above 8 Total

Frequency 20 19 5 6 50

Percent 40 38 10 12 100

Graph 12
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we come to know that 40% of the mechanics change for 1-2 vehicles per day , 38% of vehicles do for 3-4, 10% do for 4-8 and 12 % do for above 8.

37

After how many kilometers oil change is advised
Table 13 Particulars 2000-3000Kms 4000-6000Kms 6000-8000Kms Total Frequency 12 28 10 50 Percentage 24 56 20 100

Graph 13
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we infer that 24% of mechanics recommend to change oil from 2000-3000Kms, 56% recommend to change in 4000-6000Kms and 20% recommend to change from 6000-8000 Kms.

38

Type of diesel car service the mechanics do
Table 14 Particulars Basic model Mid model High end premium cars Total Frequency 14 16 20 50 Percent 28 32 40 100

Graph 14
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we come to know that 28% of mechanics service for basic model cars, 32% of mechanics service for mid model cars and 40% of mechanics service for the high end premium diesel cars.

39

Number of regular customers each mechanics have
Table 15 Particulars 2-5 5-8 8-10 Total Frequency 15 25 10 50 Percent 30 50 20 100

Graph 15
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we infer that 30% of the mechanics have 2-5 regular customers , 50 % of the customers have 5-8 regular customers and 20% have 8-10 regular customers.

40

Brand of oil mechanics mostly prefer
Table 16 Particulars Shell Mak Castrol Servo Total Frequency 26 7 12 5 50 Percent 52 14 24 10 100

Graph 17
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we infer that 52% of mechanics prefer Shell, 14% prefer Mak, 24% prefer Castrol and 10% prefer Servo.

41

Basic requirements for a brand
Table 17 Particulars Quality Demand Profit Price Total Frequency 21 9 12 8 50 Percent 42 18 24 16 100

Graph 17
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we come to know that 42% of the mechanics expect Quality, 18% expect Demand, 24% expect profit and 16% expect price.

42

Reasonable price of Diesel Engine Oil
Table 18 Particulars 200-300 300-500 Above 500 Total Frequency 31 12 7 50 Percent 62 24 18 100

Graph 18
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we come to know that 62% Say the price is around 200-300, 24% say its 300-500 and 18% say its above 500.

43

The Price of MAK when compared with their competitors
Table 19 Particulars High Reasonable Low Total Frequency 12 28 10 50 Percent 24 54 20 100

Graph 19
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table 24% feel the price is high, 54% feel it is reasonable and 20% feel is less when compared with the competitors.

44

If MAK brings a new oil MAK DZL ZENITH for premium diesel cars would you like to try
Table 20 Particulars Yes May be No Total Frequency 12 28 10 50 Percent 24 56 20 100

Graph 20
160 140 120 100 80 60 40 20 0 Yes May be No Total Percent Frequency

Inference: From the above table we come to know that 24% of mechanics would use the new product , 56% of mechanics may use the product and 20% of mechanics will not use the product.

45

11.1 Inferential Analysis of Mechanics
Hypothesis 2 Null hypothesis There is no significant difference between type of diesel car serviced and the customer for diesel cars. Chi Square Test= (O-E)2/ E CROSSTABS /TABLES=TYPEOFDIESELCARSERVICED BY CUSTOMERFORDIESELCARS /FORMAT=AVALUE TABLES /STATISTICS=CHISQ CORR /CELLS=COUNT /COUNT ROUND CELL.

Crosstabs

Output Created Comments Active Dataset Filter Input Weight Split File N of Rows in Working Data File Missing Value Handling Definition of Missing

05-SEP-2013 14:08:56

DataSet0 <none> <none> <none> 25

User-defined missing values are treated as missing.

46 Statistics for each table are based on all the cases with valid data in the specified range(s) for all variables in each table. CROSSTABS

Cases Used

/TABLES=TYPEOFDIESEL CARSERVICED BY CUSTOMERFORDIESELC ARS Syn /FORMAT=AVALUE TABLES /STATISTICS=CHISQ CORR /CELLS=COUNT /COUNT ROUND CELL. Processor Time Elapsed Time Resources Dimensions Requested Cells Available 2 174734 00:00:00.02 00:00:00.02

DataSet0]

47

Case Processing Summary Cases Valid N TYPEOFDIESELCARSERVICED * CUSTOMERFORDIESELCARS 25 Percent 100.0% N 0 Missing Percent 0.0%

Case Processing Summary Cases Total N TYPEOFDIESELCARSERVICED * CUSTOMERFORDIESELCARS 25 Percent 100.0%

48

TYPEOFDIESELCARSERVICED * CUSTOMERFORDIESELCARS Crosstabulation Count CUSTOMERFORDIESELCA RS 2-5 BASIC MODEL MID MODEL TYPEOFDIESELCARSERVI CED HIGH END PREMIUM CARS ALL CARS Total 3 1 1 5-8 2 1 3 8-10 0 3 2

0 5

2 8

1 6

TYPEOFDIESELCARSERVICED * CUSTOMERFORDIESELCARS Crosstabulation Count CUSTOME RFORDIES ELCARS ABOVE 10 BASIC MODEL MID MODEL TYPEOFDIESELCARSERVICED HIGH END PREMIUM CARS ALL CARS Total 0 1 6 6 4 25 1 4 6 9 Total

49

Chi-Square Tests Value df Asymp. Sig. (2-sided) 9 9 1 .258 .118 .483

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

11.262a 14.117 .493

25

a. 16 cells (100.0%) have expected count less than 5. The minimum expected count is .80.

Symmetric Measures Value Asymp. Std. Errora .189 Approx. Tb Approx. Sig. .494c .477c

Interval by Interval Ordinal by Ordinal N of Valid Cases

Pearson's R

.143

.694

Spearman Correlation

.149

.211

.724

25

50 a. Not assuming the null hypothesis. b. Using the asymptotic standard error assuming the null hypothesis. c. Based on normal approximation.

Result:
The obtained value is lesser than 1 and hence the null hypothesis is accepted. There is no significance difference between category of oil sold and the lubricant brand of oil sold by the retailer.

51

CHAPTER 12

QUESTIONNAIRE FOR RETAILER Name :
1. Category of oil sold: a. Trucks b. Diesel cars c. Petrol cars d. All oil 2. Since how many years you are running this business? ------------3. Which lubricant brands do you sell in your shop? Castrol gulf servo shell other 4. What do you look in lubricant ? Factors Very important Quality Logistics Brand Popularity Market Demand Price Availability in different quantities profit margin Promotion Packaging Performance

MAK

Valvoline

Important

Normal

Least normal

None

5. On what basis do you sell lubricant? Based on company preference Customer preference Original equipment manufacturers recommendations popularity in the area Personal gain

52 6. Rank the brands of Diesel engine oil according to your preference (1 for most preferred)? Castrol gulf servo MAK Valvoline shell other 7. Does the company of lubricant you sell provide any gifts/ incentives/ promotional offers to you ?

8. Which promotional offers attract you most?

9. Do you provide gifts on incentives to your customers ?

10. Do you get your lubricants on credit ?

If yes how many days ?

11. If preferred brand by the customer is not available for repeat purchases then what will you do?

Or you don face shortage since you have tie ups 12. Why do users opt for less premium products as compared to other product under same category?

any other 13. What types of customer generally visit your store to buy these premium range oil?

14. How many liters do you sell for servicing on an average per month ? -3 15. What is the percentage of diesel engine oil ? 16. What is the percentage of premium oil (diesel engine oil) being sold ? -20 -

53

17. Does the packaging have an impact on the sales of a product ? If yes how ? -------------------------------18. What according to you is the reasonable price of premium lubricants of diesel engine oil per litre ? -500

19. Are you aware of all the schemes of MAK? If yes how do you get to know ? --------------------------------20. If No , MAK 4T NXT is the only unique oil giving best results in all the above mentioned factors(all in one) when compared to other premium range oils in the market. Given an opportunity would you like to sell it from your shop? Why ? -------------------

21. What according to you is the leading diesel engine oil brand? Castrol Servo Mak Shell 22. What is the margin available for the current diesel engine oil you sell? 10-20 20-30 30-40 40-50 50 above 23. If you sell MAK what you expect the dealer to provide? Gifts Tour/ coupons Scholarships Price discount Training by the company 24. Would you like to know more about MAK and how interested are you? Not interested Interested Highly interested

54 Not needed 25. Would you like to recommend MAK to your circle retailers if it provided good results? Definitely Not much Certainly not May be 26.Compared with other brands what do you think about the price of MAK? High Moderate Low No idea 26. What is the price you are willing to pay for MAK?---------------------27. Would you like to have a tie up with MAK dealer in the next few months? Yes No 28. If MAK provides samples at a lower rate and quantity would you like to try? Yes No

55

CHAPTER 13 QUESTIONNAIRE FOR MECHANICS
Name: 1. How many vehicles come for service a day? a. 1-3 b. 4-7 c. 8-10 2. For how many vehicles do you change oil? a. 1-2 b. 3-4 c. 4-8 3. After how many kms do you recommend change to change engine oil for 4- wheeler diesel engine? a. 2000-4000 b. 4000-6000 c. 6000-8000 d. 8000 and above 4. If the car has a kilometer of above certain km say 10000km what type of oil change you would prefer? a. Top up b. Completely change c. Clean parts and top up d. Clean parts and use new oil

5. What type of diesel cars you service? a. Basic model b. Mid model c. High end premium cars d. All cars 6. How many regular customers you have for premium diesel cars? a. 2-5 b. 5-8 c. 8-10 d. Above10

56

7. Which brand of oil you use? a. Castrol b. Shell c. MAK d. Servo e. Others

8. What you basically look into a brand? a. Quality b. Demand c. Profit d. Price 9. Where from do you buy the oil? a. Retailers b. Dealers c. Petrol pumps d. Customers bring to you 10. How do you choose to buy? a. Buy when u need b. Schemes c. By brand d. Tie up 11. What do you look in a lubricant? Factors Very Important Important Normal Least normal

Quality

57

Customer satisfaction

Price

Profit

Credit

12. Since how many years do you service diesel cars? _______

13. What is the reasonable price of diesel engine oil according to you? a. 200-300 b. 300-500 c. Above 500 14. How many liters of oil is consumed a day? a. 3-10 b. 10-15 c. 15-20 d. Above 20 15. Have you used MAK? a. Yes b. No 16. If you wish to use MAK oil what do you expect from the company for your satisfaction? a. Reasonable price b. Improve oil quality c. Customer preference d. Training programs e. Gifts and offers.

58

17. How do you feel the Price of MAK when compared with other competitors a. Very high b. High c. Reasonable d. Low e. Very low 18. If you are a MAK oil user how would be your satisfaction? a. Excellent b. Very good c. Average d. Poor e. Very poor 19. How likely you would recommend MAK to customers with your level of satisfaction? a. 1 b. 2 c. 3 d. 4 e. 5 20. How likely you would think about expanding your business in the next six months? a. High b. Medium c. Low d. No idea 21. If MAK brings new oil “MAK DZL ZENITH” for premium diesel cars would you like to try? Yes No 22. What should be the price range? 300/litre 350 400 500

59 23. What according to you is the population of premium diesel cars in Chennai? 500-1000 1000-1500 1500-2000 3000-5000 Above 5000 24. Would you like to have a tie up with MAK if it provides good results? Yes No 25. Would you wish to replace other brand with MAK if you are provided with price discounts ? Yes No May be 26. What is the leading diesel car brand according to you? Honda Tata Hyundai Maruthi Chevrolet Toyota Mahindra Fiat

CHAPTER 14

Findings
MAK is the market leader; it is used in more number of authorized service stations in Fourwheeler segment.2. OEM tie-ups play prominent role in selection and buying of lubricants in authorizedservice stations segment.3. If a automobile company has more OEM tie-ups, then price, quality, gifts and incentivesare deciding factors in selection of lubricant brand in authorized service stations segment.4. The authorized service stations which don?t follow OEM tie-up lubricants brand followbased on customer demand and management preference.5.

60

If a lubricant company offers a scheme to customers at authorized service stations showsa positive impact. It increases the number of customers coming to authorized servicestations for the service of their automobile.6. The authorized service stations of the company who don?t have OEM tie-ups with theMAK lubricant are not ready shift to Mak brand.7. MAK is the market leader in sales of lubricant to authorized service stations which isknown by their consumption at authorized service stations.8. The consumption of lubricants at authorized service stations can be increased by offeringschemes to the customers coming to their service stations which inturn will increase thesales of lubricants to authorized service stations.9. The consumption of lubricants will be more at authorized service stations in the monthsof rainy season, October due to Dussera festival, June, December, January.

61

CHAPTER 15 Conclusions
The research work in the marketing process of goods and services are an important aspect. BPCL as a pioneering marketing company in the petroleum sector, had ventures into retail marketing of consumer products at the retail outlets. It is a positive intiative by the company aimed at the regular customer who visit who visit the petrol pump for fueling purposes. The company has vast resources of land bank. The company has already taken many intiatives with innovative ideas and promotional activities in the market. The company continue to remain as a market leader in this segment of the retail business in the country. I feel proved for undertaking this project work associated in BPCL and has the opportunity to learn the process and concept of the BPCL. I found that the overall objective of the company in this marketing activity was with the dual purpose of providing the customer the convenience of purchasing the essential household consumables at the retail outlet at a convenient time and also optimum utilization of the infrastructure at the retail outlet which has enormous potential for retail business. In order to increase more market share the company has to increase its OEM tie-ups. Another to way to increase its market share, in the case of company having more thanone OEM tie-ups, they can be made to switch MAK brand by offering price lower thanthe competitor, offering gifts and incentives. Quality is also a major factor during selection and buying of the lubricants, it should becontinuously improved and its grades also must be improved depending on thetechnology growth, as the technology in the automobile sector is continuously changing,so its quality and grades should improved dynamically according to the technology. The market share can also be increased by setting up MAK Garage, Hero Honda ServiceStations (A Joint venture initiative between Hero Honda - the worlds largest bikemanufacturer and Bharat Petroleum vehicle care center), MAK Quik Lube Oil Change inHyderabad market. Their presence is available in other major cities and by implementingthe same in this market the market share can be increased. According to my knowledgeMAK Quik Lube Oil Change will be easier to set up and also increases the consumptionof Mak lubricants.

62

CHAPTER 16 Bibliography Books Referred:
a) b) c) d) e) f) Auto Car Magazine Zig wheels Motor Vigadan Motor (Journal) Business research methodology The economic times

Online references: a) b) c) d) e) f) g) h) i) j) k) Rto Businessstandard.com Teambhp.com Motortrend.com Carwale.com Pepboys.com Wikipedia Wallmart.com Autoguide.com www.bharatpetroleum.com www.google.com



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