To Find The Market Potential For Relstar' Lubricant A Reliance Product in Bagalkot District"
To Find The Market Potential For Relstar' Lubricant A Reliance Product in Bagalkot District"
To Find The Market Potential For Relstar' Lubricant A Reliance Product in Bagalkot District"
DHARWAD
CERTIFICATE
Bijapur. He had undertaken a project titled “To find the market potential for
Dr.N.Maruti Rao
(Faculty in KIMS)
I here by declare that the project entitled “The market potential for
for the academic year 2007-2009.the report also has been submitted to
I also declare that this result is of my own effort and this report is
not been submitted to any other University or Institute for the award of any
other degree.
Yours sincerely,
(Shankreppa.S.Atalatti)
Place: __________
Date: __________
EXECUTIVE SUMMARY
Executive Summary
Introduction of the company
Sub objective
To know the how many shoppers are ready to sale a new reliance
lubricant product.
Bagalkot district.
The study will help to know the potential market for Relstar in
Bagalkot district.
The company can find out where their competitors and they stand
The study will help the company to know the customer profile.
1. Project study is not an exact science, so one cant’ accept 100% result,
only justified solutions are given.
Research methodology
INDUSTRY OVERVIEW
Introduction
The Indian automotive lubricant market is the sixth largest market in
the world with revenues of approximately $1.30 billion in 2002. It is also
one of the fastest growing retail markets in India. Until 1993, it was a highly
regulated market with a clear dominance of the public sector. Companies
like Bharat Petroleum (BPCL), Hindustan Petroleum (HPCL), and Indian Oil
Corporation (IOC) held more than 75 percent of the market share. In recent
years, with the advent of the increasing number of multinationals in the
Indian market there is a growing presence of private companies. Companies
like Castrol, Elf Total-Fina, Gulf, and Shell Oil have made their presence felt
in the market.
Market Size
Total production of automotive lubricants in India is approximately 8
to 10 percent of global lube production. Unlike other countries where
lubricant demand has witnessed stagnation, the Indian market has been
growing at approximately 7 percent per annum for the past 2 years. The
public sector contributes to over 60 percent of the revenues for this market.
MNC’s have 5 percent market share and the remaining share is held by the
unorganized sector. Automotive lubricants are further divided into diesel
lubes and petrol lubes. Diesel lubes comprise 70 percent of the market and
petrol based lubricants cover the rest. As diesel lubes are used by
commercial vehicles, which have to cover greater distances, their market
share is higher. Engine oil constitutes around 83 percent of total sales
volumes. Gear oils, transmission fluids, hydraulic brake fluids, and engine
coolants contribute to the balance.
Competitive Analysis
Distribution Structure
There are two key markets for lubricants in India. Given high levels
of competition original equipment, linkages are gaining importance. The
original equipment market contributes almost 70 percent and 30 percent of
the market is comprised by the retail sales segment. The channel for
replacement market or the retail segment is petrol pumps or retail stores.
Almost 70 percent of the lubricants in India are sold through petrol pumps.
Most of the MNC’s have tied up with oil majors for marketing their
lubricants like Castrol with Escorts and Tata BP with Telco. After the
Synthetic Oil
The start of synthetic oil more than fifty years back opened up vastly
improved and new alternative lubricant to mineral oil. But being very
expensive, it is confirmed to the arcane world of car sports and used for high
performance cars. They are also widely used in developing countries for a
number of reasons like improved overall engine performance, low oil
consumption; long drain periods, less engine wear, improved engine
cleanliness and faster starting. Taking into consideration the price tag and its
efficacy, the option is left for consumer's discretion.
Additives
Dispersants:
Keeps sludge, carbon and other deposit- precursors suspended in oil.
Detergents:
Keeps the automobile engine parts clean from deposits.
Rust/Corrosion Inhibitors:
Prevents or controls oxidation of oil, formation of varnish, sludge and
corrosive compounds, limit viscosity increase.
Metal deactivators:
Forms surface films so that metal surface does not catalyze oil
oxidation.
Anti-foamants:
Reduces foam in crankcase and blending
Engine oil is the most important of the all the lubricants .Lubricants for
gasoline and diesel engine are different as the load cycles and fuels are
different. Other than reducing friction, the oil in a car engine
The engine oil keeps all the deposit forming material in suspension
and gets rid of them by oil filter, or draining out at proper intervals.
Engine oil is stored in the oil pan at the bottom of the automobile
engine. A pump forces the oil through a filter and then through a series of
passages and galleries to lubricate the engine's moving parts. The oil also
cools these car parts. Rapidly moving engine parts actually float on a thin
film of oil and never make contact with one another. This is called
hydrodynamic lubrication and usually begins when an engine reaches the
idle speed. Most engine wear and tear occurs when a car is first started,
before the oil reaches its normal operating pressure and flow.
COMPANY OVERVIEW
Started in the Dec 1999 this is the world’s largest refinery plant in
Jamnagar with the capacity of 27 million tones per year. The area covered is
about 7500 acres of Jamnagar. This is the largest investment ever made at a
single location on a single plant. The investment is about US $ 6 Billion (i.e.
about Rs 24000 crores). The construction was started in Nov 1996 with a
work force of 75000 people and project management by world leader
Bechtel. Technology adopted by Global Giants like Linde, Foster Wheeler
USA etc. The Jamnagar plant has made up with help of giants like world’s
biggest onshore crane of 1600 MT capacity, 14000 kms of cabling, 5000
kms of pipeline, 10000 meters of structural steel, 170 kms of road, 1.7
million cubic meters of concrete, 55 sub stations, 33 blast proof buildings,
43 chimneys and flares, Housing facilities for 75000 families, 4 bounded
were houses, And India’s largest IT network constructed it contains
50servers, thousands of PC’s, 200 kms of cabling.
The outlets were owned by the company but are operated by the
Local Dealers Selected and appointed by the Reliance Officials. The
Company will provide the fuel to sell but all the operations of the outlets
were managed by the dealer appointed. Here in this type the Ownership of
the fuel and outlet is with the Reliance petroleum and management is by the
dealer appointed. Dealers will be paid commission based on the sales made
by them. These were started in the second phase of the setting up of the
Reliance outlets. The commission pattern of the dealers is as follows:
These are the outlets which were owned by the Dealers and Were
Managed by the Dealers. The company will provide its design for the outlet
according to which the dealer has to build the outlet bearing all the expenses
and in future the company will supply fuel which the dealer will sell, here
Ownership chart
The entry of Reliance petrol stations not only broke this long standing
myth, it created new theories that shocked the staid public sector.
For long everyone had believed that it you had 40 per cent of outlet
share, you would get 40 per cent of market share of total volume(s) of
product sold. The theory was built around the fact that all stations were built
alike, managed alike and, hence, would sell alike.
It is not strange that till the late nineties, if a company had around 19
per cent outlet share, then it also had the market share in the 19-20 per cent
range.
It was only in late the late nineties; BPCL thought about breaking
free from the shackles of this myth and started thinking about going beyond
the ME of 1. It started with its ambitious programmed called, 'Pure For Sure'
which paid rich dividends and it is this out-of-box thinking of BPC that led
to it’s per station monthly throughput grow at least 20,000
liters more than the industry average.
Reliance, from day one, challenged the myth of market share being
dependent upon the Retail outlet share. It patterned its thought-process on
'Flying J' -- a diesel retailer that with just around 200 stations had become
the Number 1 diesel retailer in North America, beating the likes of Exxon
Mobil, Shell, BP and Chevron.
Reliance achieved a market share of 12 per cent with just 3 per cent
station share in 2005-2006. On the other hand the public sector companies
held a market share of 88 per cent while holding the retail outlet share of 96
per cent. This shows that whereas Reliance achieved a market effectiveness
of nearly 4; the combined ME of PSUs was less than 1!
In the meantime, Reliance made preparations for its move into the
petroleum industry. In 1991, the company set up a new subsidiary, Reliance
Refineries Private Ltd., clearly signaling its objectives. The subsidiary later
changed its name to Reliance Petroleum Limited, and in 1993 launched a
public offering, which at that time was India's largest ever IPO. While
Reliance affirmed its plans to construct India's largest oil refinery, the
company began developing its petroleum products marketing and
distribution operations, including a network of some 1,000 service stations.
PART 4
Lubricants such as 2-cycle oil are also added to some fuels. Sulfur
impurities in fuels also provide some lubrication properties, which have to
Reduce friction
Transfer heat
Both gas and liquid lubricants can transfer heat. However, liquid
lubricants are much more effective on account of their high specific heat
capacity. Typically the liquid lubricant is constantly circulated to a cooler
part of the system, although lubricants may be used to warm as well as to
cool when a regulated temperature is required. This circulating flow also
determines the amount of heat that is carried away in any given unit of time.
High flow systems can carry away a lot of heat and have the additional
benefit of reducing the thermal stress on the lubricant. Thus lower cost liquid
lubricants may be used. The primary drawback is that high flows typically
require larger sumps and bigger cooling units. A secondary drawback is that
a high flow system that relies on the flow rate to protect the lubricant from
thermal stress is susceptible to catastrophic failure during sudden system
shut downs. An automotive oil-cooled turbocharger is a typical example.
Turbochargers get red hot during operation and the oil that is cooling them
only survives as its residence time in the system is very short i.e. high flow
rate. If the system is shut down suddenly (pulling into a service area after a
high speed drive and stopping the engine) the oil that is in the turbo charger
immediately oxidizes and will clog the oil ways with deposits. Over time
these deposits can completely block the oil ways, reducing the cooling with
the result that the turbo charger experiences total failure typically with seized
bearings. Non-flowing lubricants such as greases & pastes are not effective
It is apparent that in a circulatory system the oil will only be as clean as the
filter can make it, thus it is unfortunate that there are no industry standards
by which consumers can readily assess the filtering ability of various
automotive filters. Poor filtration significantly reduces the life of the
machine (engine) as well as making the system inefficient.
Transmit power
Prevent corrosion
General composition
Marketing
• Specification:
• Performance:
• Longevity:
• Efficiency:
• Operational tolerance:
• Environment friendly:
• Composition:
• Quality:
• Engine Durability:
1. Improved viscosity control of soot-laden oil
2. Shorter oiling times to critical areas during start-up at low
temperature
3. Extra safety in crosshead wear control
4. Enhanced bearing protection
5. Longer seal life
• Increased Corrosion
o Cooled EGR leads to condensation and formation of higher
acid levels.
• Increased Soot
o Increased levels of soot due to EGR
• Increased Engine Temperatures
o Engine coolant also used for EGR cooler
Among above competitors castrol and gulf are the major players
and these players are already set up in the customer mind. Now they are
acquired most of the lubricant market.
Castrol
Gulf
GOI still produces and sells a wide range of branded oil based
products including lubricants and greases of all kinds. These include
products for a variety of applications ranging from metal working oils to
refrigeration oils. Car engine oils include the Gulf Formula, Gulf MAX, and
Gulf TEC ranges. Heavy duty diesel engine lubricants include the Gulf
Supreme and Gulf Super fleet ranges. The sale of lubricants is one area
where product specification and quality assurance are vital elements.
Therefore, brand differentiation remains a feature of the marketplace. Gulf's
product catalog includes a well-developed portfolio of 400 distinctive
products.
Data Source:
Data Sources are classified into:
1) Primary Data Source
2) Secondary Data Sources
Sampling Process
Sample size - 86
Area covered - Bagalkot district
Duration - Two months
Brands servo castrol Veedol Gulf Elf Volvo Pennzoi lalghoda Ipol others
line l
Sales 11 27 5 24 0 0 6 4 2 7
in no
of
shops
Sales 13 31 6 28 0 0 7 5 2 8
in %
2%
5% 8% servo
13%
7% castrol
veedol
0%
gulf
0% elf
31% volvoline
pennzoil
lalghoda
28%
ipol
6% others
Bran servo castrol Veedol Gulf Elf Volvo Penn lalghoda Ipol others
ds line zoil
Sales 5525 7992 3830 8811 965 1245 1957 1917 2495 3050
in
liters
Sales 15 21 10 23 3 3 5 5 7 8
in %
25
20
QUANTITY IN %
15
sales in %
10
il
o
l
lf
l
rs
da
o
el
ro
do
zo
rv
gu
lin
ip
he
st
ho
e
se
nn
o
ca
ve
ot
lv
lg
pe
vo
la
BRANDS
ANALYSIS:
MAJOR CUSTOMERS
2% 12%
6%
Two Wheeler
7% Thee Wheeler
Four Wheeler
H.C.W
All Type
73%
ANALYSIS:
Influence Yes No
no of shoppers
in% 31 69
80
69
NO OF SHOPPERS IN
70
PERCENTAGE
60
50
Series1
40 31
Series2
30
20
10
0
Yes No
INFLUENCE
ANALYSIS:
Influence Yes No
no of
mechanics in% 84 16
90 84
80
NO OF MECHANICS IN
70
PERCENTAGE
60
50
Series1
40
30
20 16
10
0
Yes No
INFLUENCE
ANALYSIS:
Qualit
Factors y Price Brand All
Customer
s
preference
in % 12 31 20 37
40 37
CUSTOMERS PREFERENCE 35 31
IN PERCENTAGE 30
25
20
20 Series1
15 12
10
5
0
Quality Price Brand All
FACTORS
ANALYSIS:
Customer
Factors Margin satisfaction Both
in % 12 70 19
80 70
70
PERCENTAGE
60
SHOPPERS IN
50
40 Series1
30 19
20 12
10
0
Margin Customer Both
satisfaction
FACTORS
ANALYSIS:
100
86
80
60
NO OF SHOPPERS IN
PERCENTAGE
Series1
40
20 14
0
Yes No
READY TO SELL
ANALYSIS:
Awareness Yes No
in % 6 94
6%
Yes
No
94%
ANALYSIS:
in % 78 22
22%
Yes
No
78%
ANALYSIS:
Findings
the lubricant. Now castrol & gulf are having very good name in the
market so customers purchase is more of these brands.
12% of customers are considered Quality. If the product quality is
good then customers not consider above factors, they will directly
purchase with consideration of quality only.
37% of customers are considered all above three factors.
Recommendations
Most of the shoppers are wants credit facility to sale your new
product. So for that you should provide the credit facility to them. It
will help to acquire more market.
In the recent past, the Indian lubricant market has witnessed a phase of
consolidation. Multinationals with better technology, brand name and
finances have the power to launch themselves on their own in the
market. However, with increasing number of competitors it is not
possible for every one to carve a nich in the market. This sector has
witnessed considerable amount of mergers and acquisitions. British
Petroleum’s not so recent acquisition of Castrol is one example. The
Indian lubes market is a combative market place and lubricant
companies find themselves fighting a tough battle for survival. In the
OE sector also lubricant manufacturing, companies are entering into
collaborations with vehicle manufactures. Martin Udyog, Hyundai
Motors, Hindustan Motors, TAFE, Toyota, and Skoda have entered
into collaboration with IOC and Castrol for some of their models.
Conclusion
PART 7
Bibliography
Text Books
1. Business Line
2. Business Standards
Web Sites
1. www.google.com
2. www.RIL.com
3. www.reportbuyer.com
4. www.wickepedia.com
5. www.indianfoline.com
Questionnaire
Dear respondent.
I am Shankreppa.S.Atalatti M.B.A. IInd sem. Student of Kousali
Institute of Management Studies, Dharwad. As a curricular part of this
course I am undertaking a project to determine the “potential market for
relstar nova lubricant a reliance product in Bagalkot district”. This is
sincerely meant for academic purpose. The information which is provided by
you will be kept strictly confidential & used only for academic purpose.
ADDRESS: __________________________________________
__________________________________________
___________________________________________
____________________________________________
_________________________________________________
10) On which factor do you concentrate more while selling the product?
________________________________________________
11) Are you ready to sell any new Companies Lubricant Oil?
Yes No
12) Do you know that Reliance is coming up with new Lubricant Oil under
the Brand Name “Relstar”
Yes No
If yes
Mention the source from which you came to know?
______________________________________________________
Yes , No
THANK YOU