predators report
TRANSCRIPT
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Dedicated
with regards to my
Parents
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ACKNOWLEDGEMENT
The project of such magnitude cannot be accomplished without the assistance
and co-operation of several people. Exchange of ideas generates a new object to
work in a better way. So, whenever a person is helped and co-operation by
others, his heart is bound to pay gratitude and is not merely formalities but an
expression of deep sense of gratitude and cumulative appreciation.
Now first and foremost, I feel highly obliged to Mr. R. K. Sharma, District
Manager: BIRLA Tyres Ltd. Hubli who got me placed for project training,
which had sent materials, according to my topic for execution in order to
perform the work for preparing this dissertation.
I would like to mention something special about my supervisor Mr. Vipin
Kumar, (Asst. Professor) L.N.Mishra College of Business Management, Hubli,
and making acknowledgement that without his kind co-operation, attention, wise
guidance and a regular feedback from me, my mission would not have been
fulfilled its milestone. I have not the desired word power to express my heartiest
gratitude regards reverence and indebtness to him.
I also acknowledge with a deep sense of reverence, my gratitude towards of my
parents and member of my family, who has always supported me morally as
well as economically.
[Md. Nishat Alam]
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PREFACE
As it is said ............"The theory without practice is lame and practice without
theory is blind." obviously the theory and practice are two facts of same coin, or
in other way theory and practices complementary and supplementary to each
other. And of course these two embody the real knowledge based on the
principle of coming by doing or in pursuit of knowledge these two have become
part and parcel.
This dissertation imparts a deductive and prescriptive discussion on the duly on
Sales Promotion (with reference to BIRLA Tyres Ltd. Marketing division,
Hubli) in comprehensible and concise way............ on the basis of the training,
which was done by me in BIRLA Tyres Ltd., Hubli. The report has been written
for main of organization study as well as the consumer, The whole study has
been done to a particular area i.e.Hubli.
My observation in BIRLA Tyres Ltd. was to treat main, who are the main Factor
of Production among man, machine, materials, money manufacturing technology
with respect and dignity and how the organization is organised .
It has been endeavor of BIRLA to strive for open channel communication to
keep the bellow member a best with organization values cultural system,
philosophy and procedures.
Reviews are being done time to time to make the organization good at all fronts
and where building an established carrier is felt with pretty pride.
[Md. Nishat Alam]
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CONTENTS
Guide Certificate
Acknowledgement
Preface
TOPIC Page No.
Introduction to the study
a) Objectives of the Study
b) Scope of the Study
c) Methodology of the Study
d) Limitation of the Study
Introduction to the Organization
a) History of the Organization
b) Financial Status of the Organization
c) Product Profile
e) Competitors of the Organization
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Organizational Structure of BIRLA Tyres Ltd. at
Hubli.
A Theoretical Aspect of Brand Image with respect to Price Leadership.
Data Analysis and Interpretation
Conclusions & Suggestions
Questionnaire
Bibliography
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Introduction to the study
a) Objectives of the Study
b) Scope of the Study
c) Methodology of the Study
d) Limitation of the Study
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Introduction to the Study
As a part of academic curriculums in partial fulfillment of"Bachelor of
Business Administration" the trainee has done this summer project in the
organization of BIRLA TYRES LTD. Hubli. The introduction as well as
completion of the study is STUDY OF BRAND IMAGE with respect to Price
Leadership for BIRLA L.C.V. & S.C.V Tyres, at Hubli.
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Methodology of study
During the entire study, methods were followed which were found to be most
important :-
i) Personal Discussion :-
A lot of information on the subject, which were well known to the
different departments and branches of the company, were prevalent.
Academic went to these depts. And branches together, these information
from their respective heads.
ii) Documentary Observations :-
Secondary sources like books, journals published and unpublished
materials from different departments of the company were consulted.
iii) Field Observation :-
During the training period I visited Hubli market being sent by BIRLA
Tyres Ltd. Hubli to observe how the marketing operations were being
performed there.
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The marketing strategies and operations are closely observed
for all these information I visited retailers dealers and as well as consumers to
assess the present market situation of the product of BIRLA TYRES LTD.
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INTRODUCTION TO THE ORGANIZATION
a) History of the Organization
b) Financial Status of the Organization
c) Product Profile
d) Competitors of the Organization
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INTRODUCTION TO THE ORGANIZATION
a) History of the Organization
BIRLA Tyres straddles the Indian tyre industry much like the Greek Sun God
BIRLA's four horse-drawn chariot races across the vast expanse of the sky,
symbolising the creation of light, hence knowledge and truth. And like the Greek
charioteer, BIRLA Tyres has stood the test of time on the four pillars of vision,
integrity, quality and sheer determination.
The history of BIRLA Tyres dates back to 1974 when it was incorporated as a
company in Cochin, Kerala through the purchase of a licence from the Ruby
Rubber Works. Cochin by Mr. Mathew T. Marattukalam, Jacob Thomas and his
associates. In 1976, the company was taken over by Dr. Raunaq Singh. BIRLA's
first manufacturing facility (often referred to as the 'mother plant') is in
Perambra, Cochin where production commenced in 1977 with an installed
capacity of 420,000 each of tyres and tubes.
The first 20 years of the company's existence were not easy. Those were times
when licences and quotas ruled the world of manufacturing in a market
dominated by multinational companies with access to technology and machinery
and deep pockets.
Therefore, soon after its inception, due to the huge investments required, BIRLA
wiped out its net worth and became a BIFR company during the Emergency
years. However, BIRLA Tyres was returned to its owners during the Janata
Government.
BIRLA then used to make the entire gamut of tyres required for scooters,
bicycles, trucks and cars. However, the then core team, led by Onkar Singh
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Kanwar, realized that to make an impact in the market and
become financially viable it had to become a dominant player in the commercial
vehicles segment. At the time, Modi Tyres had an overwhelming market share
and reputation. Extensive on-ground research by the team allowed it to
understand the areas in which BIRLA could make an impact.
The philosophy then was 'one product fits all', where regardless of the kind of
usage, the tyres truckers fitted on their vehicles were the same. Team BIRLA
decided to known as the 'overload' segment and produce tyres which could
withstand the extra load the vehicles were made to carry, while providing drivers
with the crucial safety net. It was a tyre called the Hercules which was the first
of its kind. Later, products like Amar, Loadstar and XT-7, XT-9 and XT-9 Gold
were introduced, products still enjoy consumer validation. In fact, XT-9 is the
only tyre in India to have sold more than one crore units, providing the
superiority of the product.
In later years, there have been many such first in BIRLA's cap. Apart from
enjoying the distinction of being the first tyre company to segment the market on
the basis of load and mileage requirements, it has been the first to introduce
packaging for car tyres and tubes and also the very first Indian company to
introduce farm radial tyres. n other innovative moves, BIRLA is the first tyre
company to run customer loyalty and awareness programmes to enable them to
derive optimal benefits from their BIRLA farm tyres, and also the first to launchexclusive rural retail stores 'BIRLA Tyre World' for truck tyres. BIRLA tyres
Ltd. has another first to its credit being the first Tyre Manufacturing Company
Worldwide to be certified for B7799 given for information security of IT
systems. Another landmark has been the successful implementation of SAP
across the organisation for better results and productivity.
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"People deliver innovation
Innovations deliver success
A few of the differences our people made"
First Indian tyre company to launch exclusive branded outlets -- BIRLA Tyre
World -- for truck tyres
First Indian tyre company to segment the market on the basis of load and
mileage requirements
First Indian tyre company to introduce packaging for car and two-wheeler tyres
and tubes
First Indian tyre company to run a customer loyalty programme
First Indian tyre company to introduce radial tyres for the farm category
First tyre company in India to obtain ISO Certification for all its operations
First Indian tyre company to produce H, V and W-speed rated tubeless tyres
First Indian tyre company to run HIV-AIDS awareness and prevention clinics
for the trucking community
First Indian tyre company to support the creation of an Emergency Medical
Service in an Indian city
First Indian tyre company to execute an overseas acquisition
First Indian tyre company to reach a revenue of over US$ 1 billion
1975 Inception
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1975 Registered as a company
1977 First plant commissioned in Perambra (Cochin, Kerala)
1991 Second plant commissioned in Limda (Baroda, Gujarat )
1995 Acquired Premier Tyres in Kalamassery (Cochin, Kerala)
1996 Exclusive tubes plant commissioned in Ranjangaon (Pune, Maharashtra)
2000 Exclusive radial capacity established in Limda
2000 Established BIRLA Tyres Health Care Clinic for HIV-AIDS awarenessand prevention in Sanjay Gandhi Transport Nagar, Delhi
2003 Expansion of passenger car radial capacity to 6,600 tyres/day
2004 Production of India 's first H-speed rated tubeless passenger car radial
tyres
2004 Support in setting up India 's first Emergency Medical Service in Baroda ,
Gujarat
2005 BIRLA Tyres Health Care Clinics in Udaipur in Rajasthan and Kanpur in
Uttar Pradesh
2006 Expansion of passenger car radial capacity to 10,000 tyres/day
2006 Expansion of passenger car range to include 4x4 and all-terrain tyres
2006 Acquired Dunlop Tyres International in South Africa and Zimbabwe
2006 Opening of BIRLA Tyres Health Care Clinic in Ukkadam, Tamil Nadu
2006 Launch of DuraTread, treading material and solutions
2006 Launch of India's first range of ultra-high performance V and W-speed
rated tyres
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2007 Launch of Regal truck and bus radial tyres
2007 Launch of DuraTyre, retreaded tyres from BIRLA
2007 Launch of the BIRLA Tennis Initiative and Mission 2018
The Future
At BIRLA Tyres, they believe in being in control of their destiny. They set
ambitious targets and believe in stretching themselves to outperform them.
Therefore, the leadership position in the Indian market notwithstanding, BIRLA
is now set to look overseas for new challenges. Nearly all initiatives being taken
at this point in time are geared to fuel this ambition.
At home and abroad, BIRLA is looking to not only consolidate its leadership
position in various segments through newer, high technology products but also
through consistent organic and inorganic growth opportunities, in tyres and
allied products. Becoming a leader in the passenger car tyre segment is a priority
as is the export of passenger car radials. If the company continues to grow at the
current pace, BIRLA expected to reach the US$1 billion mark in less than five
years. Continuous focus on cost control and operating efficiency remains the
hallmark of the company.
Adding to all this is the fact that radialisation in India is throwing up fresh
opportunities, as is the boom in road infrastructure and the completion of the
Golden Quadrilateral and the North-South-East-West corridor. Therefore the
future is optimistic with promises of a virtuous cycle of growth.
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BIRLA has three tyre manufacturing facilities and one unit
for the production of tubes and flaps in four locations based in West and South
India. BIRLA endeavour has been to have the widest spread of sales and
regional offices, along with stock points at locations which allow for maximum
customer reach and efficient supply chain management. BIRLA dealer or
business partners are also chosen with great care. BIRLA's products are sold
through a combination of outlets ranging from exclusive dealerships to multi-
brand and branded retail outlets.
The continuous upgradation of dealer knowledge is in BIRLA's interest and
therefore their training is undertaken by the company. With a dedicated field
sales, technical and commercial force of 600, we feel that we are best positioned
to meet the customer specific needs.
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Research and Development for BIRLA Tyres
The state-of-the-art Research & Development Centre had its birth at Perambra,
Cochin and later on, it has grown to a substantial height and stature at its present
location at Limda, Baroda. From the hour of inception, its goal has been to foster
development and promote the evolution of new technologies in the field of Tyre
Science & Technology. Recently company has tie ups with IIT's & IIM's for
Rubber Technologies.
All the activities of the centre are extensively supported by a series of highly
sophisticated equipment, which help the research scientists develop products as
per customers' specific requirements.
We have the facilities and expertise for:
Development of compounds for improved performance
Raw material development
Analytical research
Reverse engineering
Advanced design using CAD
FEA modeling of tyres
Simulation testing of the designed product
Product validity & reliability studies
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The different activities of the centre are being executed by a pool of specialists
from the arena of Polymer Science, Rubber Technology, Inorganic & Organic
Chemistry, Textile Technology, Physics and Mathematics. Through a synergistic
blend of knowledge, experience and hard work, this multidisciplinary team of
scientists are devoted to lead the organisation towards an outstanding level of
success. Currently, the centre is aiming for further growth and is exploring
unchartered areas of research in the field of Tyre Technology that will provide
BIRLA Tyres the edge in today's ultra-competitive global market scenario.
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(b) Financial Status of the Organization
OPERATING FINANCIAL HIGHLIGHTS
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(c) Product Profile
Delivers premium mileage with enhanced
comfort
Excellent traction in both wet and dry conditions
Strong steel belts stabilise tread for high
mileage
Technical Details
Ideal for moderate load applications
Excellent traction for both on/off-road
applications
Strong steel belt with flexible sidewall for longertyre life
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/duramile.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/duramile.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/rancer.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/rancer.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/rancer.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/duramile.aspx -
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Reinforced radial construction for long life
Light truck construction for moderate loads
Good traction on highway terrain
Technical Details
More tread rubber mass delivers high mileage
Dual-bead construction for heavy load
applications
Very strong casing allows higher load-carrying
and multiple retreads
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amazer-xl-lt.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amazer-xl-lt.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/milestar.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/milestar.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/milestar.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amazer-xl-lt.aspx -
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Technical Details
Reinforced bead for better load-carrying capacity
Cap and base construction for higher mileage
Cooler-running tyre for improved life and
multiple retreads
Technical Details
special casing design with dual beads for heavy-
load applicationsOptimised shoulder mass ensures cooler
running and improved performance
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/loadstar.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/loadstar.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/xt-9-plus.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/xt-9-plus.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/xt-9-plus.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/loadstar.aspx -
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High mileage in normal load applications
Cooler-running tyre ensures long life and more
retreads
Technical Details
Extra deep tread with cooler running for high
mileage
Superior cut-resistant tread compound ensures
smooth wear and high casing value
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/champion.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/champion.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-gold.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-gold.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-gold.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/champion.aspx -
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Superior cut-resistant tread compound ensures
longer life and maximum casing value
Stronger casing for high loads and multiple
retreads
Technical Details
Designed for highway applications with excellent
traction in wet and dry conditions
Provides good cornering and braking
Design material provides longer life and wear-
resistance
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-rib.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-rib.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-rib.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx.aspx -
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Excellent road grip and traction
Designed for strength
Reinforced casing and material ensures longer
life and multiple retreadability
Technical Details
Unique design provides extra power and
resistance to cuts and cracks
Reinforced casing for high retredability and high
mileage
Provides excellent road grip and traction
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/anchor.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/anchor.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/lr-84.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/lr-84.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/lr-84.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/anchor.aspx -
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Performs well on both-carrying capacity
Higher load-carrying capacity
Excellent casing for multiple retreads
Technical Details
Strong casing with stronger beads allows higher
load-carrying capacity
Cooler running ensures minimal failures
Strong carcass for multiple retreads
Technical Details
http://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-sl.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-sl.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx2.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx2.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/amar-dlx2.aspxhttp://www.apollotyres.com/our-products/popup/light-commercial-vehicle/cargo-sl.aspx -
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LUG
Over Load Technology
Loadstar Super
Key Features :
Load capability
Cut Resistance
Low failures
Casing Value
Cargo :
Sand/Stone chips Marble/Granite
Ores/coal Steel & iron
Wood
Loadstar Super Gold
Key Features :
Load capability
Cut Resistance
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Low failures
Casing Value
Cargo :
Sand/Stone chips Marble/Granite
Ores/coal Steel & iron
Wood
Load & Mileage Technology
XT-7
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
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Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
Textiles
Range...
XT-7 Haulug
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
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Textiles
XT-7 Gold
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
Textiles
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Premium Mileage Technology
XT-9
Key Features :
High Mileage
Very Low failures
Casing Value
Retreadibility
Price
Cargo :
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
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XT-9 Gold
Key Features :
High Mileage
Very Low failures
Casing Value
Retreadibility
Price
Cargo :
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
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Regular Mileage Technology
Champion
Key Features :
Optimum Mileage
Retreadability
Price
Cargo :
Vehicle carrier Parcel Services
Petroleum products LPG Cylinders
Live stock
Range...
Champion DXL
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Key Features :
Optimum Mileage
Economic in Price
Better Casing Value
Cargo :
Bus Passengers
Live & Stocks/Chicken
feeds/Chicken
Champion Gold
Key Features :
Optimum Mileage
Retreadability
Price
Cargo :
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Vehicle carrier Parcel Services
Petroleum
products LPG Cylinders
Live stock
RIB
Load & Mileage Technology
Amar
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
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White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
Amar Deluxe
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
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Premium Mileage Technology
Amar Gold
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
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Regular Mileage Technology
Amar AT Rib
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
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(d) Competitors of the Organization
List of competitors
CEATMRF
DUNLOP
BRIDGESTONE
J.K.Tyre
BIRLAGOODYEAR
OTHERS
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ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.
ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.
(Head, Zonal Heads and Divisional Heads)
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ChiefIndianOperations
Chief
Projects
ChiefStrat
egy
&
BusinessOperations
Chief
GroupAdvisory
Services
Chief
Research
&
Technolo
gy
Chief
Financial
Officer
Manager
Corporate
Relations
Chief
Marketing
Chief
Corporate
Affairs
Div.Head
Quality
Chief
H
R
HeadIT
Head
Internal
Audit
UnitHead
LimdaPlant
UnitHead
PunePlant
Head
Purchase
UnitHead
KeralaFactories
ChiefExecutiveOfficer
ChiefOperatingOfficer
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NATIONAL SALES ORGANIZATION CHART
IT
NSH
DIV.M
SM
RM
DM
ZM
DCI
NCH
RCI
ZCM
SCI
DCM
JCO
NTH
TE/PSEDM
STSMRM/SM
RTSM
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A THEORETICAL ASPECT OF BRAND IMAGE WITH
RESPECT TO PRICE LEADERSHIP
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A THEORETICAL ASPECT OF BRAND
IMAGE WITH RESPECT TO PRICE LEADERSHIP
A brand is a collection of images and ideas representing an economic producer;
more specifically, it refers to the descriptive verbal attributes and concrete
symbols such as a name, logo, slogan, and design scheme that convey the
essence of a company, product or service. Brand recognition and other reactions
are created by the accumulation of experiences with the specific product or
service, both directly relating to its use, and through the influence of advertising,
design, and media commentary. A brand is a symbolic embodiment of all the
information connected to a company, product or service. A brand serves to
create associations and expectations among products made by a producer. A
brand often includes an explicit logo, fonts, color schemes, symbols and sound
which may be developed to represent implicit values, ideas, and even
personality. The key objective is to create a relationship of trust.
The brand, and "branding" and brand equity have become increasingly important
components of culture and the economy, now being described as "cultural
accessories and personal philosophies".
In non-commercial contexts, the marketing of entities which supply ideas or
promises rather than product and services (e.g. political parties or religious
organizations) may also be known as "branding".
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Concepts
Some marketers distinguish the psychological aspect of a brand from the
experiential aspect. The experiential aspect consists of the sum of all points of
contact with the brand and is known as the brand experience. The
psychological aspect, sometimes referred to as the brand image, is a symbolic
construct created within the minds of people and consists of all the information
and expectations associated with a product or service.
Marketers engaged in branding seek to develop or align the expectations behind
the brand experience (see also brand promise), creating the impression that a
brand associated with a product or service has certain qualities or characteristics
that make it special or unique. A brand is therefore one of the most valuable
elements in an advertising theme, as it demonstrates what the brand owner is
able to offer in the marketplace. The art of creating and maintaining a brand is
called brand management. This approach works not only for consumer goods
B2C (Business-to-Consumer), but also for B2B (Business-to-Business), see
Philip Kotler & Waldemar Pfoertsch.
A brand which is widely known in the marketplace acquires brand recognition.
When brand recognition builds up to a point where a brand enjoys a critical mass
of positive sentiment in the marketplace, it is said to have achieved brand
franchise. One goal in brand recognition is the identification of a brand without
the name of the company present. For example, Disney has been successful at
branding with their particular script font (originally created for Walt Disney's
"signature" logo), which it used in the logo.
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Consumers may look on branding as an important value
added aspect of products or services, as it often serves to denote a certain
attractive quality or characteristic (see also brand promise). From the perspective
of brand owners, branded products or services also command higher prices.
Where two products resemble each other, but one of the products has no
associated branding (such as a generic, store-branded product), people may often
select the more expensive branded product on the basis of the quality of the
brand or the reputation of the brand owner.
Brand name
The brand name is often used interchangeably with "brand", although it is more
correctly used to specifically denote written or spoken linguistic elements of a
brand. In this context a "brand name" constitutes a type of trademark, if the
brand name exclusively identifies the brand owner as the commercial source of
products or services. A brand owner may seek to protect proprietary rights in
relation to a brand name through trademark registration. Advertising
spokespersons have also become part of some brands, for example: Mr. Whipple
of Charmin toilet tissue and Tony the Tiger of Kellogg's.
The act of associating a product or service with a brand has become part of pop
culture. Most products have some kind of brand identity, from common table
salt to designer clothes.
Brand identity
How the brand owner wants the consumer to perceive the brand - and by
extension the branded company, organisation, product or service. The brand
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owner will seek to bridge the gap between the brand image
and the brand identity.[2]Brand identity is fundamental to consumer recognition
and symbolizes the brand's differentiation from competitors.
Brand identity may be defined as simply the outward expression of the brand,
such as name and visual appearance.[3]Some practitioners however define brand
identity as not only outward expression (or physical facet), but also in terms of
the values a brand carries in the eye of the consumer. In 1992 Jean-Noel
Kapferer developed the Brand Identity Prism, which charts the brand identity
along a constructed source and constructed receiver axis, with externalization on
the one side and internalization on the other. On the externalization side brand
identity consists of "physical facet", "relationship" and "reflected consumer". On
the internalization side brand identity consists of "personality", "culture
(values)" and "consumer mentalisation". In this respect Kapferer positions brand
personality as one factor within brand identity.
Brand personality
Brand personality is the attribution of human personality traits to a brand as a
way to achieve differentiation. Such brand personality traits may include
seriousness, warmth, or imagination. Brand personality is usually built through
long-term marketing, as well as packaging and graphics.
Brand promise
Brand promise is a statement from the brand owner to customers, which
identifies what consumers should expect from all interactions with the brand.
Interactions may include employees, representatives, actual service or product
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quality or performance, communication etc. The brand
promise is often strongly associated with the brand owner's name and/or logo.
Brand value
Brand equity or brand value measures the total value of the brand to the brand
owner, and reflects the extent of brand franchise.
A brand can be an intangible asset, used by analysts to rationalize the difference
between a company's "book value" and market value. For example, the market
value of a company can far exceed its tangible assets (physical assets owned by
the company, such as stock or machinery), and its brand value can account for
some ofthe difference. Up to 85 percent of a companys market value might be
intangible (for example know-how, existing client relationships), and Interbrand,
a brand consultancy, states that tangible assets may account for less than five
percent of a companys market value.
Brand value, especially in the case of consumer product brands, may arise out of
customer loyalty. Brand value may also arise in terms of staff retention benefits
(e.g. the ability of the company to attract and retain skilled and/or talented
employees offering competitive salaries).
Campaigning groups may deliberately target a companys brand value to force a
company into adopting a certain position or practices. Some campaign groups
have thought to do this by deliberately subverting a brands image, logo or
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message, creating a negative association among consumers.
This attack may be visual, as pioneered by groups such as Adbusters, or focusing
on the message.
Brand monopoly
In economic terms the "brand" is, in effect, a device to create a "monopoly"
or at least some form of "imperfect competition" so that the brand owner can
obtain some of the benefits which accrue to a monopoly or unique point of sale,
particularly those related to decreased price competition. In this context, most
"branding" is established by promotional means. However, there is also a legal
dimension, for it is essential that the brand names and trademarks are protected
by all means available.
In all these contexts, retailers' "own label" brands can be just as powerful. The
"brand", whatever its derivation, is a very important investment for any
organization
Branding policies
There are a number of possible policies:
Company name
Often, especially in the industrial sector, it is just the company's name which is
promoted (leading to one of the most powerful statements of "branding"; the
saying, before the company's downgrading,).
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In this case a very strong brand name (or company name) is made the vehicle for
a range of products or even a range of subsidiary brands.
Individual branding
Individual branding, also called multibranding, is the marketing strategy of
giving each product in a product portfolio its own unique brand name.
This is contrasted with family branding in which the products in a product
line are given the same brand name. The advantage of individual
branding is that each product has a self image and identity that's unique.
This facilitates the positioning process. That means that there are less
Halo-effects and one can position all products differently without making
trade-offs.
Attitude branding
Attitude branding is the choice to represent a larger feeling, which is not
necessarily connected with the product or consumption of the product at all.
Marketing labeled as attitude branding include that of Nike, Starbucks, The
Body Shop, Safeway, and Apple Computer. In the 2000 book, No Logo, attitude
branding is described by Naomi Klein as a "fetish strategy".
"No-brand" branding
Recently a number of companies have successfully pursued "No-Brand"
strategies, examples include the Japanese company Muji, which means "No
label, quality goods" in English. Although there is a distinct Muji brand, Muji
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products are not branded. This no-brand strategy means that
little is spent on advertisement or classical marketing and Muji's success is
attributed to the word-of-mouth, a simple shopping experience and the anti-
brand movement. Other brands which are thought to follow a no-brand strategy
like Muji, does not brand its products.
Derived brands
In this case the supplier of a key component, used by a number of suppliers of
the end-product, may wish to guarantee its own position by promoting that
component as a brand in its own right.
Brand development
In terms of existing products, brands may be developed in a number of ways:
Brand extension
The existing strong brand name can be used as a vehicle for new or modified
products; for example, many fashion and designer companies extended brands
into fragrances, shoes and accessories, home textile, home decor, luggage, (sun-)
glasses, furniture, hotels, etc.
Multi-brands
Alternatively, in a market that is fragmented amongst a number of brands asupplier can choose deliberately to launch totally new brands in apparent
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competition with its own existing strong brand (and often
with identical product characteristics); simply to soak up some of the share of
the market which will in any case go to minor brands. The rationale is that
having 3 out of 12 brands in such a market will give a greater overall share than
having 1 out of 10 (even if much of the share of these new brands is taken from
the existing one). In its most extreme manifestation, a supplier pioneering a new
market which it believes will be particularly attractive may choose immediately
to launch a second brand in competition with its first, in order to pre-empt others
entering the market.
Individual brand names naturally allow greater flexibility by permitting a variety
of different products, of differing quality, to be sold without confusing the
consumer's perception of what business the company is in or diluting higher
quality products.
Once again, Procter & Gamble is a leading exponent of this philosophy, running
as many as ten detergent brands in the US market. This also increases the total
number of "facings" it receives on supermarket shelves. Sara Lee, on the other
hand, uses it to keep the very different parts of the business separate from
Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose.
Small business brands
Branding a small or medium sized business (SME) follows essentially the same
principle a branding larger corporation. The main differences being that small
businesses usually have a smaller market and have less reach than larger brands.
Some people argue that it is not possible to brand a small business, however
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there are many examples of small businesses that became
very successful due to branding.
Own brands and generics
With the emergence of strong retailers the "own brand", a retailer's own branded
product (or service), also emerged as a major factor in the marketplace. Where
the retailer has a particularly strong this "own brand" may be able to compete
against even the strongest brand leaders, and may outperform those products that
are not otherwise strongly branded.
Concerns were raised that such "own brands" might displace all other brands,
but the evidence is that at least in supermarkets and department stores
consumers generally expect to see on display something over 50 per cent (and
preferably over 60 per cent) of brands other than those of the retailer.
The strength of the retailers has, perhaps, been seen more in the pressure they
have been able to exert on the owners of even the strongest brands (and in
particular on the owners of the weaker third and fourth brands). Relationship
marketing has been applied most often to meet the wishes of such large
customers (and indeed has been demanded by them as recognition of their
buying power). Some of the more active marketers have now also switched to
'category marketing' - in which they take into account all the needs of a retailer
in a product category rather than more narrowly focusing on their own brand.
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At the same time, probably as an outgrowth of consumerism,
"generic" (that is, effectively unbranded goods) have also emerged. These made
a positive virtue of saving the cost of almost all marketing activities;
emphasizing the lack of advertising and, especially, the plain packaging (which
was, however, often simply a vehicle for a different kind of image)..
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DATA ANALYSIS AND INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
Due to rapid changes in Technology, Competitor and Consumer preferences a
company can not to stick solely with its existing products and services.
Customers want the new and improved product that comes about competitor. A
company may obtain new product development in company's own research and
development. To serve this purpose "BIRLA Tyres" has Research and
development department which develops new products as per the demand of the
market. To improvise this products or services they collects information from
the research person about their competitors products.
BIRLA Tyres is the largest tyre manufacturing company in India. It provides
good tyres to their customers.
My extensive survey is based on questionnaire having closed ended questions
given by the organization "BIRLA Tyres". During conducting survey views of
the customers who have heavy motor vehicle presently. The sample size was 65
from the Vehicle owner, and large number of fitment survey. Main view was
given to know the satisfaction/dissatisfaction of the customer who are presentlyusing Tyres from their existing company as well as what is their main
expectation from BIRLA Tyres.
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QUESTIONNAIR BASED FEEDBACK
1. Which Brand of Tyres you use in Lug Pattern ?
Company Name No. of Respondents
BIRLA 60
MRF 50
J.K. 35
Ceat 25
Birla 20
Others 10
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Brand of Tyres you use in Lug Pattern
29%
25%18%
13%
10% 5%
Apollo MRF J.K. Ceat Birla Others
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2. Which Brand you use in RIB Pattern ?
Company Name No. of Respondents
BIRLA 60
MRF 50
J.K. 35
Ceat 25
Birla 20
Others 10
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Brand of Tyres you use in Rib Pattern
29%
25%18%
13%
10%5%
Apollo MRF J.K. Ceat Birla Others
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3. In case of BIRLA, rank the following ?
Company Name Ranking Percentage
Quality 1 52%
Mileage 2 25%
Retred ability 3 10%
Claim Settlement 4 8%
Price 5 5%
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4. In case of other Brand what is the reason for choosing
other brand ?
Reason No. of Respondents
Price Sensitivity 65
Mileage 55
Service (after sale) 45
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In case of other Brand what is the reason for
choosing other brand
32%
27%
23%
18%
Price Sensitivity
Mileage
Service (after sale)
Credit
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5. Have you heard 2 days "Claim Samadhan" by BIRLA
?
No. of Respondents
yes 150
No 50
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6. Your Purchase on :
No. of Respondents
Cash 50
Credit 50
Both 100
Your Purchase on
25%
25%
50%
Cash
Credit
Both
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7. Does Company's Dealer help in choosing the Brand as
per your requirement ?
No. of Respondents
Yes 50
No 100
Both 50
Company's Dealer help in choosing the Brand
25%
50%
25%
Yes
No
Both
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8. Following table shows Market share of different company in Muzaffarpur.
Company Name Sales Tyres %
BIRLA 104 52%
MRF 50 25%
J.K. 20 10%
Ceat 16 8%
Birla 10 5%
Total 200 100%
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Market share of different company in Muzaffarpur
52%
10%
25%
5% 8%
Apollo J.K. MRF Birla Ceat
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MARKET SHARE OF AS PER FITTMENT
SURVEY
Company Name Fitted Tyres % Share
BIRLA 200 50%
MRF 98 24.50%
J.K. 35 8.75%
Ceat 19 5%
Birla 18 4.50%
Other 30 7.50%
Total 400 100%
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MARKET SHARE AS PER FITTMENT
SURVEYINLOCAL MARKET FOR LUG
Company Name LUG % Share in lug tyres
BIRLA 100 50%
MRF 50 25%
J.K. 20 10%
Ceat 10 5%
Birla 10 5%
Other 10 5%
Total 200 100%
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MARKET SHARE AS PER FITTMENT
SURVEYINLOCAL MARKET FOR RIB TYRE
Company Name RIB % Share in lug tyres
BIRLA 100 50%
MRF 48 24%
J.K. 15 7.5%
Ceat 9 4.5%
Birla 8 4%
Other 20 10%
Total 200 100%
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Conclusion & Suggestions
References
Appendices
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Conclusion & Suggestions
Conclusion
After conducting six weeks survey at Muzaffarpur I have reached these
conclusion.
BIRLA tyre is the market leader in the LCV&SCV segment followed by
MRF, J.K., Birls, Ceat.
BIRLA Tyres brand XT-7 and Amar are market leader at Muzaffarpur
Urban and Rural Area.
XT-7 is Lug tyres and Amar RIB tyres, Most of the customers are
satisfied with the performance of both tyres.
Appox 70% customers have positive and 30% customers have negative
attitude in support of preference of BIRLA tyre at Muzaffarpur.
Customer's awareness level is better at Muzaffarpur area.
BIRLA tyres is the first tyre company which has launched new scheme to
solve the claim within 2 days.
Most of the customers are unsatisfied with this scheme. Because dealers
do not provide them this type of facility at their disposal.
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Suggestions :-
The suggestions from the consumers to the tyre company are following.
Some consumer are unsatisfied with the price because competitors
product price are less than BIRLA, So company should pay attention in their
mind on price.
Company should provide more mileage of tyres because overloading has
been imposed by the government.
Company should provide credit facility because customer demands this
type of facility.
The problem of BIRLA consumers are lack of adequate promotional
schemes. Dealers don't provide adequate information in the support of the
BIRLA brands. They see their margin of profit alone.
Some schemes should be provided by company. It is good technique for
sales promotions.
Company should give special attention after sales service of their
customers.
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REFERENCES
Marketing Management - Kotler Philip
Statistical Investigation - Gupta B.N.
Monitoring the competition - Leonard. M. Fuld
Consumer behavior and action - Assel Henry
Magazines and Reports
Business World
Business India
Advertising Marketing
www.BIRLAtyres.com
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Questionnaire
(1) Name of respondent: ......................................................................
(2) Address : ..............................................................................................
..............................................................................................................
(3) Contact No. : .......................................................................................
(4) How many vehicle you have (LCV/SCV) ?
(a) 1 (b) 2 (c) 3
(d) 4 (e) above 4
(5) Which Brand of tyres you use in Lug Pattern ?
(a) BIRLA (b) MRF (c) J.K.
(d) Ceat (e) Birla (f) Others
(6) Which Brand you use in Rib Pattern ?
(a) BIRLA (b) MRF (c) J.K.
(d) Ceat (e) Birla
(7) In case of BIRLA, rank the following according to priority :-
a) Mileage ............................
b) Price ............................
c) Quality ............................
d) Retread ability .........................
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e) Claim Settlement .....................
(8) In case other brand what is the co region for choosing other brand
a) ................................... b) ......................................
c) ....................................... d) .......................................
(9) Have you heard 2 days "Claim Settlement" by BIRLA.
(a) Yes (b) No
(10) Your Purchase on :
a) Cash b) Credit c) Both
(11) Does Company's Dealer help in choosing the Brand as per yourrequirement?
(a) Yes (b) No
(12) In case of not using BIRLA Brand reason for it.
a)
b)