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INTRODUCTION BHARAT PETROLEUM
Bharat Petroleum Corporation Limited (BPCL) is one of India's largest PSU
companies, with Glo al !ortune "## ran$ of %& (%##&) and according to ecem er
%# # !*+ U-. "## Indian/s largest corporation, B01+1 P. +*L.U2 has
achie3e 4 th ran$ out of "##5 Its corporate office is located at Ballard .state, 2um ai5
1s the name suggests, its interests are in petroleum sector5 It is in3ol3ed in the
refining and retailing of petroleum products5
Bharat Petroleum is considered to e a pioneer in Indian petroleum industr6 with
3arious path7 rea$ing initiati3es such as Pure for Sure campaign, Petro card, !leet
card etc5
BPCL's growth post7nationali8ation (in 9 :) has een phenomenal5 *ne of thesingle digit Indian representati3es in the !ortune "## ; !or es %### listings, BPCL is
often referred to as an uartered in 2um ai and emplo6s a out ?, 9:& people5he compan6 recorded re3enues of I-+ , %,4? million (appro@imatel6 A% ,:?%5&
million) in the fiscal 6ear ended 2arch %##&, an increase of ? o3er %## 5 Its net
profit was I-+ , :9: million (appro@imatel6 A4?95: million) in fiscal %##&, a
decrease of 5" compared to %## 5
B+.L was incorporated on th une, %##& for underta$ing the production,
procurement, culti3ation and plantation of horticulture crops such as DaranE, atrophaand Pongamia, trading, research and de3elopment and management of all crops and
plantation including Biofuels in the state of Uttar Pradesh, with an authori8ed capital
of +s5?# crores5 he compan6 has een promoted 6 BPCL with -andan Biomatri@
Limited, 06dera ad and ShapoorEi PallonEi Compan6 Limited through their affiliate5
.ach of the partners will ha3e an e>ual sta$ein the e>uit6 capital of the Eoint 3enture5
he proEect en3isages plantation of atropha in million acres (4#4:&:5? hectares) of
marginal land which has the potential of generating emplo6ment F self emplo6ment
for million people and producing million tonnes of
?
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HISTORY:-
he &:#s saw 3ast industrial de3elopment5 1 lot of petroleum refineries
came up5 1n important pla6er in the South 1sian mar$et then was the Burmah *il
Compan6 Ltd5 hough incorporated in Scotland in &&:, the compan6 grew out of theenterprises of the +angoon *il Compan6, which had een formed in & to refine
crude oil produced from primiti3e hand dug wells in Upper Burma5 he search for oil
in India egan in &&:, when 2r5 Goodenough of 2cDillop Stewart Compan6 drilled
a well near a6pore in upper 1ssam and struc$ oil5 In &&9, the 1ssam +ailwa6 and
rading Compan6 (1+ C) struc$ oil at ig oi mar$ing the eginning of oil
production in India5
hile disco3eries were made and industries e@panded, ohn +oc$efeller togetherwith his usiness associates ac>uired control of numerous refineries and pipelines to
later form the giant Standard *il rust5 he largest ri3als of Standard *il 7
+o6al utch, Shell, +othschilds came together to form a single organi8ationH 1siatic
Petroleum Compan6 to mar$et petroleum products in South 1sia5
In 9%&, 1siatic Petroleum (India) Eoined hands with Burmah *il Compan6 7 an
acti3e producer, refiner and distri utor of petroleum products, particularl6 in Indian
and Burmese mar$ets5 his alliance led to the formation of Burmah7Shell *il Storage
and istri uting Compan6 of India Limited5 1 pioneer in more wa6s than one,
Burmah Shell egan its operations with import and mar$eting of Derosene5 his was
imported in ul$ and transported in 4 gallon and gallon tins through rail, road and
countr6 craft all o3er India5 ith motor cars, came canned Petrol, followed 6 ser3ice
stations5 In the 9?#s, retail sales points were uilt with dri3ewa6s set ac$ from the
road ser3ice stations egan to appear and ecame accepted as a part of road
de3elopment5 1fter the war Burmah Shell esta lished efficient and up7to7date ser3ice
and filling stations to gi3e the customers the highest possi le standard of ser3ice
facilities5
FROM BURMA SHELL TO BHARAT PETROLEUM.
Burmah Shell +efineries was incorporated as a compan6 in 9"%, and
esta lished a refiner6 in 2ahul 5*n %4 anuar6 9 :, the Burmah Shell Group of
Companies was ta$en o3er 6 the Go3ernment of India to form Bharat +efineries
Limited5 *n 1ugust 9 , it was renamed Bharat Petroleum Corporation Limited5 It"
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was also the first refiner6 to process newl6 found indigenous crude Bom a6 0igh, in
the countr65
VISIONARY APPROACH
he core strength of Bharat Petroleum Corporation Limited has alwa6s een the
ardent pursuit of >ualitati3e e@cellence for ma@imi8ation of customer satisfaction5
hus Bharat Petroleum, the erstwhile Burmah Shell, has toda6 ecome one of the
most formida le names in the petroleum industr65
Bharat Petroleum produces a di3erse range of products, from petrochemicals and
sol3ents to aircraft fuel and specialt6 lu ricants and mar$ets them through its wide
networ$ of Petrol Stations, Derosene ealers, L5P5G5 istri utors, Lu e Shoppes, esides suppl6ing fuel directl6 to hundreds of industries, and se3eral international and
domestic airlines5
BHARAT PETROLEUM then and afte !
he compan6 installed microprocessor ased digital integrated distri uted control
s6stems in catal6tic reformers and introduced a new sol3ent unit to replace the
pneumatic control s6stem in 99?5 he compan6 also installed an ad3anced control
s6stem for its catal6tic control unit5 he compan6 then incorporated a Eoint 3enture
compan6, Bharat *man +efineries, in 9945 here after BPCL signed a memorandum
of understanding (2*U) with Ban$ of Baroda in 99" to launch the first co7 randed
credit card in the countr65 In 99&, BPCL entered into a Eoint 3enture with Petronet
(India) for the construction of a ?#& $m pipeline from Dochi in Derala to Darur in
amil -adu5 he following are a few achie3ement achie3ed 6 B01+1
P. +*L.U2 C*+P*+1 I*- L H
2c onald's made an agreement with BPCL to open and run
restaurants at selected petrol pumps across the countr6 in %###5
Juic$6's, the glo al coffee chain, followed suit in %## , and egan
ton offer its ser3ices at BPCL stores5
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Bharat Petroleum Corporation Limited and G1IL formed another
Eoint 3enture compan6, Central UP Gas, for implementation of Cit6
Gas ProEects in elhi and Danpur in %##"5
In %##:, the Go3ernment of the Sultanate of *man signed an
.@ploration and Production Sharing 1greement (.PS1) for the on
land e@ploration loc$ ": with the consortium comprising BPCL,
*ile@ (*perator), 0industan Petroleum Corporation Limited, G1IL
India and Kideocon Industries5 In the same 6ear, the compan6
ac>uired a %# interest in an e@ploration loc$ in 1ustralia5
In Septem er %##&, BPCL and Kideocon Industries Ltd ac>uired
"# sta$e in Bra8il's .nCana Brasil Petroleo Limeade5
BPCL and G1IL (India) Limited announced to form a Eoint 3enture
compan6, God/s *wn Gas Compan6, for mar$eting compressed
natural gas (C-G) and piped gas in Derala and Darnata$a, in 2arch%##&5
In 1pril %##&, BPCL announced the formation of Eoint 3enture
Compan6 in consortium with other companies, ShapoorEi PallonEi
Co Ltd and -andan Biomatri@ Ltd for esta lishment of Bio iesel
Kalue Chain in Uttar Pradesh, India5 In the same month, BPCL and
G1IL (India) Limited signed an 2*U for cooperation intransmission and distri ution of natural gas, L5P5G5 pipelines and
cit6 gas5
In 1ugust %##&, PunEa .nerg6 e3elopment 1genc6 (P. 1)
signed a 2oU with BPCL to setup one 2F Solar Photo3oltaic
Power Plants at Lalru in PunEa , India5
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BOARD OF DIRECTORS:
Na"e #$% T&t'e B$a dSh &. R. (. S&n)h Chairman; 2anaging irector .@ecuti3e BoardD . S. M$han
irector, 0uman +esources .@ecuti3e BoardSh &. (.(. *+,ta irector, 2ar$eting .@ecuti3e BoardSh &. B.(. Datta irector, +efineries .@ecuti3e BoardSh &. S.Va ada a an irector, !inance .@ecuti3e BoardP $f. N. Ven &te/0a an irector -on .@ecuti3e BoardSh &. Ha e/h. M. #a)t&an& irector -on .@ecuti3e BoardSh &. I.P.S. Anand irector -on .@ecuti3e BoardSh & P. (. S&nha irector S,e1&a' Se1 eta 2 3 F&nan1&a'
Ad4&/$ 5 M&n&/t 2 $f Pet $'e+" 3
Nat+ a' *a/
MAJOR PRODUCTS AND SERVICES:
Bharat Petroleum Corporation Limited (BPCL) refines, stores, mar$ets and
distri utes petroleum products5 he compan6/s $e6 products and ser3ices include the
followingH
&
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PRODUCTS:
I5 Petrol
II5 iesel
III5 L5P5G5IK5 Gasoline
K5 Derosene
KI5 Lu ricants
KII5 13iation fuel
KIII5 !uels and sol3ents
SERVICES:
I5 Con3enience stores
II5 1 2s
III5 Car washes
IK5 !ree air and water
K5 Lu ricant top7ups
KI5 .nerg6 audits
KII5 .7 an$ing ser3ices
KIII5 Consultanc6 and technical ser3ices
I 5 *nline ordering
MAR(ETIN* STRATE*Y
9
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Ma et&n) /t ate)2 is defined 6 a3id 1a$er as a process that can allow an
organi8ation to concentrate its resources on the optimal opportunities with the goals of
increasing sales and achie3ing a sustaina le competiti3e ad3antage 5M N 2ar$eting
strateg6 includes all asic and long7term acti3ities in the field of mar$eting that deal
with the anal6sis of the strategic initial situation of a compan6 and the formulation,
e3aluation and selection of mar$et7oriented strategies and therefore contri ute to the
goals of the compan6 and its mar$eting o Eecti3es5
De4e'$,&n) a "a et&n) /t ate)2
2ar$eting strategies ser3e as the fundamental underpinning of mar$eting plans
designed to fill mar$et needs and reach mar$eting o Eecti3es5M?N
Plans and o Eecti3esare generall6 tested for measura le results5 Commonl6, mar$eting strategies are
de3eloped as multi76ear plans, with a tactical plan detailing specific actions to e
accomplished in the current 6ear5 ime hori8ons co3ered 6 the mar$eting plan 3ar6
6 compan6, 6 industr6, and 6 nation, howe3er, time hori8ons are ecoming shorter
as the speed of change in the en3ironment increases5 M4N 2ar$eting strategies are
d6namic and interacti3e5 he6 are partiall6 planned and partiall6 unplanned5 See
strateg6 d6namics 5 2ar$eting strateg6 needs to ta$e a long term 3iew, and tools such
as customer lifetime 3alue models can e 3er6 powerful in helping to simulate the
effects of strateg6 on ac>uisition, re3enue per customer and churn rate 5
2ar$eting strateg6 in3ol3es careful scanning of the internal and e@ternal
en3ironments5 M"N Internal en3ironmental factors include the mar$eting mi@ and
mar$eting mi@ modeling , plus performance anal6sis and strategic constraints5 M:N
.@ternal en3ironmental factors include customer anal6sis, competitor anal6sis, target
mar$et anal6sis, as well as e3aluation of an6 elements of the technological, economic,cultural or politicalFlegal en3ironment li$el6 to impact success5 M4N 1 $e6 component of
mar$eting strateg6 is often to $eep mar$eting in line with a compan6's o3erarching
mission statement5
*nce a thorough en3ironmental scan is complete, a strategic plan can e constructed
to identif6 usiness alternati3es, esta lish challenging goals, determine the optimal
mar$eting mi@ to attain these goals, and detail implementation5 1 final step in
#
http://en.wikipedia.org/wiki/David_Aakerhttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-1http://en.wikipedia.org/wiki/Marketing_strategy#cite_note-1http://en.wikipedia.org/wiki/Marketing_planhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-3http://en.wikipedia.org/wiki/Marketing_planhttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-AakerDavid-4http://en.wikipedia.org/wiki/Strategy_dynamicshttp://en.wikipedia.org/wiki/Customer_lifetime_valuehttp://en.wikipedia.org/wiki/Churn_ratehttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-5http://en.wikipedia.org/wiki/Marketing_mixhttp://en.wikipedia.org/wiki/Marketing_mix_modelinghttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-6http://en.wikipedia.org/wiki/Competitor_analysishttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-AakerDavid-4http://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Strategic_planninghttp://en.wikipedia.org/wiki/David_Aakerhttp://en.wikipedia.org/wiki/Competitive_advantagehttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-1http://en.wikipedia.org/wiki/Marketing_planhttp://en.wikipedia.org/wiki/Marketinghttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-3http://en.wikipedia.org/wiki/Marketing_planhttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-AakerDavid-4http://en.wikipedia.org/wiki/Strategy_dynamicshttp://en.wikipedia.org/wiki/Customer_lifetime_valuehttp://en.wikipedia.org/wiki/Churn_ratehttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-5http://en.wikipedia.org/wiki/Marketing_mixhttp://en.wikipedia.org/wiki/Marketing_mix_modelinghttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-6http://en.wikipedia.org/wiki/Competitor_analysishttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Target_markethttp://en.wikipedia.org/wiki/Marketing_strategy#cite_note-AakerDavid-4http://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Strategic_planning8/13/2019 Bharat Petroleum Corp Ltd.doc1
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de3eloping a mar$eting strateg6 is to create a plan to monitor progress and a set of
contingencies if pro lems arise in the implementation of the plan5
2ar$eting 2i@ 2odeling is often used to help determine the optimal mar$eting
udget and how to allocate across the mar$eting mi@ to achie3e these strategic goals5
2oreo3er, such models can help allocate spend across a portfolio of rands and
manage rands to create 3alue5
Types of marketi ! strate!ies
Marketi ! strate!ies may "iffer "epe "i ! o t#e $ i%$e sit$atio of t#e i "i&i"$a'
($si ess) *o+e&er t#ere are a $m(er of +ays of ,ate!ori-i ! some !e eri,
strate!ies) A (rief "es,riptio of t#e most ,ommo ,ate!ori-i ! s,#emes is prese te" (e'o+:
St ate)&e/ %a/ed $n "a et d$"&nan1e 7 In this scheme, firms are classified ased
on their mar$et share or dominance of an industr65 6picall6 there are four t6pes of
mar$et dominance strategiesH
Leader
Challenger
!ollower
-icher
1ccording to Shaw, .ric (%# %)5 Marketing Strategy: From the Origin of the Concept
to the Development of a Conceptual Framework 5 ournal of 0istorical +esearch in
2ar$eting5, there is a framewor$ for mar$eting strategies5
2ar$et introduction strategies
O1t introduction, the mar$eting strategist has two principle strategies to choose fromH
penetration or nicheO 5
2ar$et growth strategies
OIn the earl6 growth stage, the mar$eting manager ma6 choose from two additional
strategic alternati3esH segment e@pansion (Smith, 1nsoff) or rand e@pansion
(Borden, 1nsoff, Derin and Peterson, 9 &)O 5
http://en.wikipedia.org/wiki/Marketing_Mix_Modelinghttp://en.wikipedia.org/wiki/Market_dominancehttp://en.wikipedia.org/wiki/Marketing_Mix_Modelinghttp://en.wikipedia.org/wiki/Market_dominance8/13/2019 Bharat Petroleum Corp Ltd.doc1
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2ar$et maturit6 strategies
OIn maturit6, sales growth slows, sta ili8es and starts to decline5 In earl6 maturit6, it is
common to emplo6 a maintenance strateg6 (BCG), where the firm maintains or holds
a sta le mar$eting mi@O 5
2ar$et decline strategies
1t some point the decline in sales approaches and then egins to e@ceed costs5 1nd
not Eust accounting costs, there are hidden costs as well as Dotler ( 9:", p5 #9)
o ser3edH '-o financial accounting can ade>uatel6 con3e6 all the hidden costs5' 1t
some point, with declining sales and rising costs, a har3esting strateg6 ecomes
unprofita le and a di3esting strateg6 necessar6O 5
.arl6 mar$eting strateg6 concepts wereH
Borden/s
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Four Ps of Marketing - Product, Price,Promotion, Placement
The Four Ps Of Marketing
Marketing has traditionally been segmented into four
separate areas called the Four Ps of Marketing. The 4 Ps of
marketing are product, price, promotion, and placement:
A formal approach to this customer-focused marketing is
kno n as SIVA !"olution, #nformation, $alue, Access%. This
system is basically the four Ps renamed and re orded to
pro&ide a customer focus. The "#$A Model pro&ides a
demand'customer centric &ersion alternati&e to the ell-
kno n 4Ps supply side model !product, price, place,
promotion% of marketing management.
Product "olution
Promotion #nformation
Price $alue
Placement Access
1. Product: Product marketing deals ith theconsumer(s needs and ants and ho product
specifications can satisfy those needs and ants.
?
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Product marketing can deal ith a hole array of
issues such as product si)e, color, and look and feel
of the packaging. *ften, first impressions are
important, especially if you are marketing a product
that sells on store shel&es. +ou ould ant your
product to stand out or for the consumer to ant to
choose your product o&er the others on the shelf.
2. Price: Price deals ith supply and demand, or homuch a consumer is illing to pay for a product or
ser&ice. #t also includes decisions on discounts and
special offers. Pricing is not as simple as it might
seem. #n some situations, a lo er price ill not
necessarily mean that more ill be sold as the price
le&el could also influence the percei&ed uality of a
product. For e ample, affluent consumers may
e pect a premium product to cost more and, so, may
not purchase it if the price is cheap. Pricing often
affects the consumer(s perception of the
attracti&eness of a product.
3. Promotion: Promotion deals ith the actualselling, ad&ertising, or publicity of the product it
entails your communications ith your customersand trying to con&ince or persuade them to purchase
your products or ser&ices. This could be done through
such things as tele&ision commercials, maga)ine ads,
direct mailings to residences or businesses, and
billboards.
4
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4. Placement: Placement has to do ith the a&ailabilityof your product. +ou ant your product to be &isible
at the precise moment that a consumer is illing to
purchase such a product, be it through an actual
need or an impulse buy. Products can reach the
consumer through multiple ays, including through
retail outlets or mail order. /ot e&ery consumer
shops the same ay and product placement is the art
of getting the product to the right consumer at the
right time.
"
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ABOUT THE COMPETITORS
0. !*LL* I-G 1+. 0. *P !IK. C*2P. I *+S *! BHARA
!" RO#"$M COR!ORA %O& #%M% "D H
INDIAN OI. CORPORATION .IMITED)
I "ia Oi' Corporatio is an Indian pu lic7sector petroleum compan65 It is India/s
largest commercial enterprise, ran$ing :th on the !ortune Glo al "## listing
(%##&)5 It egan operation in 9"9 as Indian *il Compan6 Ltd5 he Indian *il
Corporation was formed in 9:4, with the merger of Indian +efineries Ltd5 Indian *il
and its su sidiaries account for a 4 share in the petroleum products mar$et, 4#
share in refining capacit6 and : downstream sector pipelines capacit6 in India5 he
Indian *il Group of Companies owns and operates # of India's 9 refineries with acom ined refining capacit6 of :#5% million metric tons per 6ear5 *n ?#th une %##9
Indian *il will complete "# 6ears of its e@istence and a series of e3ents are eing
planned to cele rate its Golden u ilee Qear5
*3er3iew Indian *il operates the largest and the widest networ$ of fuel stations in
the countr6, num ering a out :#: '()))* regular RO+ , -./0 1i++an Sewa
1en2ra3 5 It has also started 1uto L5P5G5 ispensing Stations (1L S)5 It reaches
Indane coo$ing gas to o3er 4 5" million households through a networ$ of 4,99#Indian distri utors5 In addition, Indian *il's +esearch and e3elopment Centre
(+; ) at !arida ad supports, de3elops and pro3ides the necessar6 technolog6
solutions to the operating di3isions of the corporation and its customers within the
countr6 and a road5 Su se>uentl6, Indian *il echnologies Limited 7 a wholl6 owned
su sidiar6, was set up in %##?, with a 3ision to mar$et the technologies de3eloped at
Indian *il/s +esearch and e3elopment Centre5 It has een modelled on the +;
mar$eting arms of +o6al utch Shell and British Petroleum5
:
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*INDUSTAN PETRO.EUM CORPORATION .IMITED)
*PC. /*i "$sta Petro'e$m Corporatio .imite"0 is a !ortune "## compan6, with
an annual turno3er of o3er +s ,#?,&? Crores (A %", 4% 2illions) during !Q %## 7
#&, : +efining ; 2ar$eting share in India and a strong mar$et infrastructure5
Corresponding figures for !Q %##:7# areH +s 9 ,44& crores (A%#,&9% 2illion)5he Corporation operates % maEor refineries producing a wide 3ariet6 of petroleum
fuels ; specialties, one in 2um ai ( est Coast) of "5" 22 P1 capacit6 and the
other in Kisha$hapatnam, (.ast Coast) with a capacit6 of 5" 22 P15 0PCL holds
an e>uit6 sta$e of :59" in 2angalore +efiner6 ; Petrochemicals Limited, a state7
of7the7art refiner6 at 2angalore with a capacit6 of 9 22 P15 In addition, 0PCL is
progressing towards setting up of a refiner6 in the state of PunEa in the Eoint sector5
0PCL also owns and operates the largest Lu e +efiner6 in the countr6 producing
Lu e Base *ils of international standards5 ith a capacit6 of ??" 2 5 his Lu e
+efiner6 accounts for o3er 4# of the India's total Lu e Base *il production5
he 3ast mar$eting networ$ of the Corporation consists of Ronal offices in maEor
cities and o3er 9 +egional offices facilitated 6 a Suppl6 ; istri ution
infrastructure comprising erminals, 13iation Ser3ice Stations, L5P5G5 Bottling
Plants, and Inland +ela6 epots ; +etail *utlets5 he Corporation o3er the 6ears has
mo3ed from strength to strength on all fronts5 he refining capacit6 steadil6 increased
from "5" million tonnes in 9&4F&" to ?5 # million metric tonnes (22 ) presentl65
*n the financial front, the turno3er grew from +s5 %:& crores in 9&47&" to an
impressi3e +s ,#?,&? Crores in !Q %## 7#&5 0PCL also owns and operates the
countr6/s largest Lu e +efiner6, producing Lu e Base *ils of international standards5
ith a capacit6 of ??",### 2etric onnes5 his refiner6 accounts for o3er 4# of the
countr6/s total Lu e Base *il production5
he 3ast mar$eting networ$ of the Corporation consists of Ronal offices in the 4
metro cities and o3er &" +egional offices facilitated 6 a Suppl6 ; istri ution
infrastructure comprising erminals, 13iation Ser3ice Stations, L5P5G5 Bottling
Plants, and Inland +ela6 epots ; +etail *utlets5
RE.IANCE INDUSTRIES .IMITED)
Re'ia ,e I "$stries .imite" /NSE: RE.IANCE0 is India's largest pri3ate sector
conglomerate (and second largest o3erall) with an annual turno3er of USA ?"59 illion
and profit of USA 45&" illion for the fiscal 6ear ending in 2arch %##& ma$ing it one
of India's pri3ate sector !ortune Glo al "## companies, eing ran$ed at %#:th position (%##&)5 It was founded 6 the Indian industrialist hiru hai 1m ani in
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9::5 1m ani has een a pioneer in introducing financial instruments li$e full6
con3erti le de entures to the Indian stoc$ mar$ets5 1m ani was one of the first
entrepreneurs to draw retail in3estors to the stoc$ mar$ets5 Critics allege that the rise
of +eliance Industries to the top slot in terms of mar$et capitali8ation is largel6 due to
hiru hai's a ilit6 to manipulate the le3ers of a controlled econom6 to his ad3antage5hough the compan6's oil7related operations form the core of its usiness, it has
di3ersified its operations in recent 6ears5 1fter se3ere differences etween the
founder's two sons, 2u$esh 1m ani and 1nil 1m ani, the group was di3ided
etween them in %##:5 In Septem er %##&, +eliance Industries was the onl6 Indian
firm featured in the !or es's list of Oworld's ## most respected companiesO5
CHENNAI PETROLEUM CORPORATION LIMITED.
C#e ai Petro'e$m Corporatio .imite" /CPC.01 formerl6 $nown as 2adras
+efineries Limited (2+L) was formed as a Eoint 3enture in 9:" etween the
Go3ernment of India (G*I),12*C* and -ational Iranian *il Compan6 (-I*C)
ha3ing a share holding in the ratio 4 H ? H ? respecti3el65 !rom the grassroots
stage CPCL +efiner6 was set up with an installed capacit6 of %5" 2illion onnes Per
1nnum (22 P1) in a record time of % months at a cost of +s5 4? crore without an6
time or cost o3er run5
In 9&", 12*C* disin3ested in fa3our of G*I and the shareholding percentage of
G*I and -I*C stood re3ised at &45:% and "5?& respecti3el65 Later G*I
disin3ested :59% of the paid up capital in fa3our of Unit rust of India, 2utual
!unds, Insurance Companies and Ban$s on 9 2a6 99%, there 6 reducing its holding
to : 5 5 he pu lic issue of CPCL shares at a premium of +s5 # (+s5 9# to !IIs) in
994 was o3er su scri ed to an e@tent of % times and added a large shareholder ase
of o3er 9####51s a part of the restructuring steps ta$en up 6 the Go3ernment of
India, Indian *il Corporation Limited (I*CL) ac>uired e>uit6 from G*I in %###7#
Currentl6 I*C holds " 5&& while -I*C continued its holding at "54# 5 In 3iew of
the CPCL ecome su sidiar6 of I*CL in %## 5 he 2anali +efiner6 has a capacit6 of
95" 22 P1 and is one of the most comple@ refineries in India with !uel, Lu e, a@
and Petrochemical feedstoc$ production facilities5 CPCL is also the compan6 where
-+I usinessman 2r5C5Si3asan$aran wor$ed as a fa rication contractor5
MANA*LORE REFINERY AND PETROCHEMICALS LIMITED.
2angalore +efiner6 and Petrochemicals Limited (2+PL), located at Datipalla, north
from centre of 2angalore cit6, is a state7of7the7art Grass root +efiner6 at 2angalore
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O% e1t&4e $f the /t+d2
he o Eecti3e of the stud6 for &nd+/t &e/ are to find outH
he e'e4en1e $f L5P5G5 used in accordance with the product that is eing
manufactured in respecti3e industr65
Ma et&n) Ind+/t 2 $f L5P5G5 in industries ased on preferences, priorit6 and
indi3idualit65
Re6+& e"ent $n L5P5G5 in Eewellr6, iron, steel and ancillar6 industries5
S1$,e/ $f the /t+d2
he stud6 co3ers all the industr6 of Bharat Petroleum products5
his stud6 co3ers the opportunit6 anal6sis of L.P.*. of harat petroleum
in Eewellr6, auto mo ile , steel and anciallar6 industries as well as in retail
mar$et5
he stud6 also co3ers anal6sis of industries re>uirement and consumption
of L5P5G5 in industries as well as awareness, perception and consumption
of L5P5G5 6 common endindustrial7users through pcl
he sur3e6 has pro3ided the compan6 with much new l5p5g gas related
information of industries and other usiness contacts who might e
potential customers of Bharat Petroleum Corporation Limited .
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his sur3e6 also pro3ides an insight a out the prioriti8ation factors of the
industries and retailers for comsuming and selling decision respecti3el65
L&"&tat&$n/ $f the /t+d2
Lac$ of interest and enthusiastic responses ma6 ha3e allowed iases in
this report in the form of < o 2respo si&e error =5
Correctness of this report is restricted and limited 6 the degree of
authenticit6 of data collected and sincerit6 and honest6 of respondents5
1rea of stud6 is restricted to Sagar +egion onl6 which is a maEor
limitation5 he national scenario ma6 e totall6 different from the results
of the a o3e mentioned areas5
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Re/ea 1h "eth$d$'$)2
Metho2ology an2 approach4
he stud6 was >ualitati3e in nature ased on industrial and retailer consumption and
stoc$ $eeping units decision respecti3el65 !ield research was carried out for the
sur3e6 oth for the case of industries and retailers5 !or industries the stud6 was
"es,ripti&e in nature where as for retailers it was e3p'oratory 5
Data +ource primar6 data source as new facts and figures are eing collected from
the proEect5
Sa",'&n) ,'an.
he main target area for the purpose of collecting the sample for the stud6 was
Sa!ar re!io where the main target population was 4e+e''ery1 iro stee' 5 a ,i''ary
i "$stries and retai' s#ops selling L5P5G5 to consumers and end7users5 !inall6
pro(a('isti, ,'$stere" sampling was done since e3er6 industr6 and retailers had an
e>ual chance of eing selected5
Re/ea 1h &n/t +"ent.
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separate >uestionnaires were eing prepared oth for industr6 and retailers where
each consisted ope 2e "e"1 ,'ose2e "e"1 ,#e,k'ists a " strai!#t2for+ar" type
%$estio s 5 he mode of collecting the data was asicall6 inter3iew7administered and
face to face con3ersations for oth industr6 and retailers5
DATA ANALYSIS.
MONT*.6 CONSUMPTION OF INDUSTRIES)
he monthl6 consumption of li>uid petroleum gas 3aried from industr6 to industr6depending on the si8e of the industries i5e5 large, medium and small scale industries5he following graph shows the consumption rate of industries cumulati3e of oth theindustrial area5
he following graph shows the consumption of li>uid petroleum gas in respecti3e industriesH
%?
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hese are the maEor industr6 in which I ha3e 3isited for the purpose of data collection in Eewellerwell as sweets and others
THE MAR(ET SHARE OF ENTIRE SERVICE PROVIDER
It is found that I5*5C5L is the num er one gas industr6 in the sitapura as well as Pratap -agar andsanaganer and than comes B5P5C5L5 in second possition than after 0PCL , +.LI1-C. 1-
SUPP.+ respecti3el65
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MOST CONSUMED BRANDS IN INDUSTRIES) It is found that I*CL/s L5P5G5 rand has the high fre>uenc6 of consumption when
anal6sis is done on cumulati3e asis of oth the area5 B01+1 P. +*L.U2 comessecond ut this is onl6 due to the fact that it is eing consumed onl6 in small scaleindustries li$e Eeweller6, sweet crushers and that too in a 3er6 small >uantit6 (thea o3e graphs est gi3es the representation)5Both BPCL and 0PCL too ha3e good
proportion of mar$et share of L5P5G5 in industries as per the fre>uenc6 o tained fromthe anal6sis5
FR"5$"&C6 OF MOS CO&S$M"D BRA&DS %& A## H" AR"A
he results were the same when indi3idual area wise fre>uenc6 anal6sis was done5I*CL still topped the mar$et of industries with BPCL and 0PCL coming to second
and third position respecti3el65
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THE FRE7UENCY OF BRAND CONSUME IN INDUSTRY
PARAMETERS 8HICH DECIDES TO BUY L.P.*..
!rom the research it was found that all industries( oth small and large scale) u6 theirre>uired portion of L5P5G5 on the asis of !R%C" factor, similarl6 does the same onS"R7%C" as well as R"COMM"&DA %O& 1- * 0.+S5 he parameter uirementsH
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So, finall6 it can e concluding that most of the industries (irrespecti3e of their si8e7large, medium, small scale) mainl6 put emphasis on P+IC. and S.+KIC. as their
primar6 and +.C*22.- 1 I*- and * 0.+ factors as their secondar6 priorit65 !or area wise anal6sis of the parameters for u6ing L5P5G5, it was found thatmost of the industries irrespecti3e of their si8e mostl6 had P+IC., S.+KIC. and* 0.+ (S1 IS!1C I*-, JU1LI Q) 1IG0 as their primar6 priorit6 and+.C*22.- 1 I*- as secondar6 priorit65 his mentioned prioriti8ations of
parameters were found for SI 1PU+1,P+1 1P -1G1+, S1-G1-.+ !rom the a o3e graph onl6 it is >uite clear that P+IC. comes as first priorit6
followed 6 S.+KIC.,+.C*22.- 1 I*- and * 0.+ as second ,third and last priorit6 respecti3el6 for industries as for the consumption of lu ricants5
7)8) B)RETAI. MAR9ET /BA AAR0)
he proEect peram ulates round the a8aar potential assessment of L5P5G5 forSI 1PU+1 and S1-G1-.+, P+1 1P -1G1+5 It was eing assigned to carr6 outa sur3e6 of all the Compan6 in the two area li$e sitapura and sanganer to egin with Iha3e classified that he anal6sis is ased on certain parameters and the sur3e6 wascarried out through >uestionnaire, ( eing the medium of e@ploration)5
H% "S S"##%& BRA&DS4
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*I;EST SE..IN; SI E
1ccording to m6 o ser3ation there in ma@imum sales of 4 $g c6linder after that 9$g industrial product than ?" and 4 5" respecti3el6 consumed 6 the consumer in themar$et , following digram can clear6f6 all those thing which I found in the mar$ethis is found that 4$g is the most selling rand in the mar$er which is related withdomestic uses product and than after 9 $g industrial product after that ?" and 4 $gindustrial product are selling in the mar$et 1s it is shown in the graph 5
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FINDIN*S
!or industries, the re>uirements of li>uid petroleum gas asicall6 3aried as per the
nature of the products that are eing manufactured which is t6picall6 high for large
scale industries li$e . .LL+Q, B* C0, S1 1+IQ1 S .. S, I+*- S ..L ;
210I- +1 1- 210I- +1 etc5
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Similarl6 the rate consumption is low for medium and small scale industries5 !rom the
anal6sis it was >uite clear that irrespecti3e of the si8e of industries, P+IC. alwa6s
remained the maEor parameter which helps them for the purpose of u6ing gas5
he same was found out when indi3idual anal6sis was done on each area5
It is also found from the anal6sis of oth the area in cumulati3e as well as indi3idual
form that a maEorit6 num er of industries are sourcing their lu ricant re>uirements
from distri utors rather than directl6 from compan6 of the rand the6 are consuming5
!rom the sur3e6 it can e concluded that the a3erage consumption of L5P5G in
SI 1PU+1 industrial area is nearl6 a out "## c6linders whereas the consumption
for industries in P+1 1P -1G1+ is nearl6 % ## litres which is >uite low when
compared to that SI 1PU+15
S+))e/t&$n
Bharat petroleum is performing well in its industr6 ut the maEor changes that BPCLneeds to is following
Compan6 need to do competitor anal6sis through which the can understand thenew pricing strateg6 so that compan6 can sustain in the mar$et ecausecompetitors are 3er6 h6per in the mar$et through pricing as Supper as well as+eliance gas
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Compan6 need to ta$e feed ac$ from time to time so that compan6 can deli3er etter ser3ice to consumer so that consumer can get etter after sale ser3ice
BPCL need to penetrate retail mar$et for industrial product as well as domestic product so that compan6 can increasing the mar$et share ecause a lot of person
has no time to ta$e connection and the compan6 goes to them the6 ta$e connectionfrom him
Compan6 should organi8e campaign for new connection so that industrial anddomestic customer can ta$e eas6 connection , this is the eas6 wa6 through whichcompan6 can easil6 increase mar$et share
Compan6 need to appoint a person who can do direct mar$eting and customer caneasil6 send and sol3e their pro lems
Compan6 should e target oriented so that e3er6 staff can gi3e hundred percent inthe compan6 wor$ and compan6 can compete with pri3ate pla6er
BPCL should also initiate the lo6alt6 program to the e@isting customer so thate@isting customer can e lo6al and new customer can e attract as man6 retailmar$eter
C$n1'+/&$n
0harat Petroleum 1orporation 2imited is one of the leading in#ndian petroleum arena, the main competitor of 0P12 ere#*12 as ell as 3P12 but in the present scenario "upper asell as eliance pri&ate player came in to e isting so
company is getting more and more competition from pri&ateplayer
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