A Study on Implementation of C

A Study on Implementation of CRM in Retail Fuel Stations




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Project submitted in partial fulfillment for the award of the Degree of
Osmania University, Hyderabad -500007

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This is to certify that the Project Report title _____________________________________________ submitted in partial fulfilment for the award of MBA Programme of Department of Business Management, O.U. Hyderabad, was carried out by ________________________________ under my guidance. This has not been submitted to any other University or Institution for the award of any degree/diploma/certificate.

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The primary objective of this project is to provide the readers the insight into CRM Practices followed in Fuel Retailing Industry, Behavior of consumers towards it and different opinions generated out of such practices.
Customer Relationship Management (CRM) can be widely defined as company activities related to developing and retaining customers. It is a blend of internal business processes: sales, marketing and customer support with technology and data capturing techniques. Customer Relationship Management is all about building long-term business relationships with customers.
The CRM cycle is Learning from customers and prospects, (having in depth knowledge of customer), Creating value for customers and prospects, Creating loyalty, Creating profits, Acquiring new customers.

1976, India barred the private sector from participating in fuel retail and nationalised the local businesses of international oil companies. In 2002, however, the government made a U-turn, allowing multinationals and other private players to re-enter the market.

This project is exclusively done on the leading petrol bunks in the city of Hyderabad, Nizamabad, and on National Highway-9. The main reason for choosing this sector is that, there is not much of customer relationship is being maintained with the bunks & the end user as such. To bridge the gap between the customer & the dealers or the company so that an effort is being made to make a customer a brand loyal. Survey is conducted to know the customer needs and expectations. Suggestions, advices, and problems faced by the dealers are known by a personal interaction.
Analyzing all the facts and adding new possible ideas to make customer loyal to the brand this report is prepared, this includes bringing awareness about loyalty cards and extensive use of loyalty cards, loyalty benefits, customer drive in factors and etc…

Throughout the course of study, as I analyzed and compiled this report, innumerable people have given suggestions, encouragement, complaints and opinions, all of which have been in some way or the other contributed to the final report.

I think it is essential to thank all those who contributed to my understanding of the subject and helped me through the duration of the project.
I thank Mr. C. CHANDRASHEKAR REDDY, under whose supervision and guidance this report was completed successfully.
I would also like to thank my parents and friends who rendered their whole hearted co-operation in the successful completion of the project work.
Finally, I am thankful to all the people who willingly responded to my questionnaire and whose contribution has been invaluable. This project would not have been completed without their participation.
The primary objective of this report is to provide the readers the insight into CRM Practices followed in Fuel Retailing Industry, Behavior of customers towards it, different opinions generated out of such practices, and new ideas that can be implemented in order to improve customer loyalty

I hope that the report has made with the text which is interesting and lucid. In writing this report, I have benefited immensely by referring to many publications and articles in various books and online. I express my gratitude to all such authors and publishers.

Any suggestions to improve this report in contents or in style are always welcome and will be appreciated and acknowledged.


When a customer enters the fuel outlet he purchases fuel and cannot expect any other services. When we observe the outlets in other nations there are many other service provided to the customers, non fuel services are not priority in our country. Marketing says ‘customer is king’ but in Indian fuel retail industry customer is not the king, he is not provided with anything more than refueling, where he is availing many facilities in other retail sectors like discounts, rebates, loyalty benefits and many more. The competition in the market is increasing due to the extensive growth in automobile market and private players entrance into this segment. So very soon the drive in factor shifts from Quality and Quantity to other non fuel services. Hence customer relation management becomes vital tool in the acquisition and retention of the customers. When customer starts demanding services the change in their behavior, expectation can be analysed using CRM. The company which takes the initiative of implementing non fuel services before other companies will get edge in customer acquisition. Hence this project focuses upon the customer expectations and the need for CRM in fuel retailing.
Customers consider various factors for refueling at fuel stations. The factors they consider are Quality and Quantity, other services and etc. It also depends on need and travelling styles of the customer. Hence CRM strategies become essential to get a competitive edge.
Main objective: The main objective of the study is to study the CRM strategies being implemented and to find the factors that make customer drive-in, improvising the organisational level CRM.

1. To find the factors that drive in customers into the retail outlet.
2. To know whether the customer is expecting anything more from the services in outlets.
3. To find respondents reason for refueling in the particular retail outlet.
4. To know the importance loyalty program and additional services effect on customer.
5. To know the customer service satisfaction from the respondents.
6. To know the respondents opinion on the performance of their outlets.
A research design is a logical and systematic plan prepared for directing a research study it specifies the methodology and technique to be adopted for achieving the objectives. It constitutes the blueprint for the collection, measurement and analysis of data.
The main aim of the study is to evaluate the services and CRM activities implemented. The study is descriptive in nature. Surveys are best-suited method for descriptive research. So survey method is used for the study.
The preparation of a research plan for a study aids in establishing direction to the study and knowing exactly what has to be done and how and when it has to be done at every stage.
Sampling is a systematic approach for selecting a few elements from an entire collection of units (population) in order to make some inference about the total population it is a small specimen or a segment of the whole population representing its general qualities as far as possible.
The study is conducted on a sample of
1. One fifty respondents’ offsite.
2. Two hundred respondents’ onsite.
The population for the study consists of people of Hyderabad, Nizamabad, customers on Shell (Uppal), Bharat petroleum (Tarnaka, NH-7, Nizamabad), Hindustan Petroleum (NH-7) IBP (Nizamabad).
An interview schedule is used to conduct the study.
Primary data are those, which are collected fresh and for the first time and this happen to be original in character. In this study primary data was collected by interview schedule method.
Secondary data are those, which are collected from existing data. Secondary data for this study include appropriate material from newspaper, Company Reports, Standard Text Books, and information from Internet has also been acquired wherever necessary.
The project involved a fieldwork of around 2 month 10 days where in the survey was carried out of around different organisations and fuel stations.
The survey was conducted in different of Hyderabad, Nizamabad and NH-7.
• The primary data has been collected by an interview schedule.
• All primary data collected is true and reflects the actual actions of the Respondents.
• The data collected has been coded, tabulated and analyzed into logical Statement using simple statistical methods, pie charts, etc.
The scope of the project is vast as the fuel retailing sector is expanding very fast, the competition in the sector is very high with the entrance of the private players. The Automatic price control mechanism of the government is reducing the competition and giving edge to PSUs, where once subsidizing is removed completely the services in fuel station play vital role in customers drive in into the retail outlet. The CRM plays important role in increasing the revenue and profits. Hence this project has wide scope in this sector.

Customer Relationship Management (CRM) can be widely defined as company activities related to developing and retaining customers. It is a blend of internal business processes: sales, marketing and customer support with technology and data capturing techniques. Customer Relationship Management is all about building long-term business relationships with customers.

Different organizations define CRM differently. In today’s economy, there is no single undisputed definition of CRM. Here is what we believe CRM is:

“CRM is an alignment of strategy, processes and technology to manage customers and all customer-facing departments & partners”

Any CRM initiative is and has the potential of providing strategic advantages to the organization, if handled right. Most CRM initiatives begin with a strategic need to manage the process of handling customer related information more effectively. For beginners it could simply mean better lead management capabilities or sales pipeline visibility. However, as organizations mature in their CRM initiatives, they begin to look at CRM as tool to acquire strategic differentiators. Despite the immense benefits that the CRM solutions can deliver, they are not entirely without their share of problems.

Looking back at a snapshot history of marketing, we can see the following clear developments and progression over the last four decades:

1960’s – the era of Mass Marketing, when Gibbs SR toothpaste began the first marketing of this kind with its black and white campaign.

1970’s – saw the beginning of segmentation, direct mail campaigns and early Telemarketing (such as publishing).

1980’s – where Niche Marketing made millionaires of those who were best at it.

1990’s – Relationship Marketing. The explosion of telemarketing and call enters all set up to develop relationships with customers.

In recent years however, several factors have contributed to the rapid development and evolution of CRM. These include:

* The growing de-intermediation process in many industries due to the advent of sophisticated computer and telecommunication technologies that allow producers to directly interact with end-customers. For example, in many industries such as airlines, banks insurance, software or household appliances and even consumables, the de-intermediation process is fast changing the nature of marketing and consequently making relationship marketing more popular. Databases and direct marketing tools give them the means to individualize their marketing efforts.

* Advances in information technology, networking and manufacturing technology have helped companies to quickly match competition. As a result product quality and cost are no longer significant competitive advantages.

* The growth in service economy. Since services are typically produced and delivered at the same institution, it minimizes the role of the middlemen.

* Another force driving the adoption of CRM has been the total quality movement. When companies embraced TQM it became necessary to involve customers and suppliers in implementing the program at all levels of the value chain. This needed close working relationships with the customers.
Thus several companies such as Motorola, IBM, General Motors, Xerox, Ford, Toyota, etc formed partnering relations with suppliers and customers to practice TQM. Other programs such as JIT and MRP also made use of interdependent relationships between suppliers and customers.

* Customer expectations are changing almost on a daily basis. Newly Empowered customers who choose how to communicate with the companies across various available channels. Also nowadays consumers expect a high degree of personalization.

* Emerging real time, interactive channels including e-mail, ATMs and call centre that must be synchronized with customer’s non-electronic activities. The speed if business change, requiring flexibility and rapid adoption to technologies.
* In the current era of hyper competition, marketers are forced to be more concerned with customer retention and customer loyalty.

* As several researches have found out retaining customers is less expensive and more sustainable competitive advantage than acquiring new ones.

* On the supply side it pays more to develop closer relationships with a few suppliers than to develop more vendors.

* In addition several marketers are concerned with keeping customers for life than making one time sale. There is a greater opportunity for up selling and cross selling.

* The globalization of world marketplace makes it necessary to have global account management for the customers.

There are three parts of application Architecture of CRM:
1. OPERATIONAL – automation to the basic business processes (marketing, sales, service).

2. ANALYTICAL – support to analyze customer behavior, implements business intelligence like technology.

3. COLLABORATIVE – ensures the contact with customers (phone, email, fax, web, sms, in person and Post).


Operational CRM means supporting the “front office” business processes, which include customer contact (sales, marketing and service). Tasks resulting from these processes are forwarded to resources responsible for them, as well as the information necessary for carrying out the tasks and interfaces to back-end applications are being provided and activities with customers are being documented for further reference.

Benefits of Operational CRM:-

• Delivers personalized and efficient marketing, sales, and service through multi-channel collaboration.
• Enables a 360-degree view of your customer while you are interacting with them.
• Sales people and service engineers can access complete history of all customer interaction with your company, regardless of the touch point
In analytical CRM, data gathered within operational CRM and/or other sources are analyzed to segment customers or to identify potential to enhance client relationship. Customer analysis typically can lead to targeted campaigns to increase share of customer’s wallet.
Examples of Campaigns directed towards customers are:
Acquisition: Cross-sell, up-sell
Retention: Retaining customers who leave due to maturity or attrition.
Information: Providing timely and regular information to customers.
Modification: Altering details of the transactional nature of the customer’s relationship.
Collaborative CRM facilitates interactions with customers through all channels (personal, letter, fax, phone, web, e-mail) and supports co-ordination of employee teams and channels. It is a solution that brings people, processes and data together so companies can better serve and retain their customers. The data/activities can be structured, unstructured, conversational, and/or transactional in nature.
Collaborative CRM provides the following benefits:
* Enables efficient productive customer interactions across all communications channels.
* Enables web collaboration to reduce customer service costs.
* Integrates call centers enabling multi-channel personal customer interaction.
* Integrates view of the customer while interaction at the transaction level.
* CRM is based on the premise that, by having a better understanding of the customers’ needs and desires we can keep them longer and sell more to them.
All customers are not equal; recognize and reward best customers disproportionately. Understanding each customer becomes particularly important. And the same customers’ reaction to a cellular company operator may be quite different as compared to a car dealer. Besides for the same product or the service not all customers can be treated alike and CRM needs to differentiate between a high value customer and a low value customer.
What CRM needs to understand while differentiating customers is?
??Sensitivities, Tastes, Preferences and Personalities.
??Lifestyle and Age.
??Culture Background and education.
??Physical and psychological characteristics.
Exploit up-selling and cross-selling potential. By identifying life stage and life event trigger points by customer, marketers can maximize share of purchase potential. Thus the single adults shall require a new car stereo and as he grows into a married couple his needs grow into appliances.
Loyal customers are more profitable. Any company will like its mindshare status to improve from being a suspect to being an advocate. Company has to invest in terms of its product and service offerings to its customers. It has to innovate and meet the very needs of its clients/ customers so that they remain as advocates on the loyalty curve.
Putting it simply, CRM is ideally embraced by that organization which besides making and retaining clients also makes serious effort to optimize their revenue potential. This organization is one that aims at organizational growth through sharp focus on CUSTOMER RELATIONSHIP MANAGEMENT.

• Provide better CUSTOMER service.
• Increase CUSTOMER revenues.
• Increase CUSTOMER Lifecycle Value.
• Discover new CUSTOMERS.
• Cross Sell/Up Sell products more effectively.
• Help sales staff close deals faster.
• Make call centers more efficient.
• Simplify marketing and sales processes.

Many companies are turning to customer-relationship management systems to better understand customer wants and needs. Customer Relationship Management applications, used in conjunction with data warehousing, E -commerce applications, and call centers, allow companies to gather and access information about customers’ buying histories, preferences, complaints, and other data so they can better anticipate what customers will want and how to best retain them.

The adoption of Customer Relationship Management is being fuelled by recognition that long-term relationships with customers are one of the most important assets of an organization, providing competitive advantage and improved profitability.
CRM helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers & boost their business efficiency, thereby increasing profit and revenue generation capabilities. In most businesses, the cost of acquisition of customers is high. To make profits, it is important to keep the customer longer and sell him more products (cross sell, up sell, etc) to him, during his lifecycle. Customers stay, if they are provided with value, quality service and continuity. CRM solutions enable’s to do that.

Growth Strategies International (GSI) performed a statistical analysis of Customer satisfaction data encompassing the findings of over 20,000 customer surveys conducted in 40 countries by Infoquest.

The conclusions of the study were:

??A Totally Satisfied Customer contributes 2.6 times as much revenue to a company as a Somewhat Satisfied Customer.

??A Totally Satisfied Customer contributes 17 times as much revenue as a Somewhat Dissatisfied Customer.

??A Totally Dissatisfied customer decreases revenue at a rate equal to 1.8 times what a Totally Satisfied Customer contributes to a business.

??By reducing customer defection (by as little as 5%) will result in increase in profits by 25% to 85% depending from industry to industry. An important facet of CRM is “customer selectivity”. As several research studies have shown not all customers are equally profitable (In fact in some cases 80% of the sales come through 20% of the customers). The company must therefore be selective and tailor its program and marketing efforts by segmenting and selecting appropriate customers for individual marketing programs. In some cases, it could even lead to “outsourcing of some customers” so that a company better utilize its resources on those customers it can serve better and create mutual value.

The important considerations of any organization looking forward to incorporating a CRM are understandably, more business related than technical.
All the different objectives that are fulfilled through CRM, by default; revolve around increasing the top line revenue.

CRM is not just a guarantee for quicker growth and bigger revenues but also a means to keep up with competition. Through CRM, you can determine the Customer Lifetime Value or in other words, the present and projected business worth of a customer to your organization. This once known, acts as the basis on which you can formulate marketing strategies targeting customers individually.

Customer intelligence and CRMs predictive analysis capabilities help’s to generate a highly accurate demand forecast which leads to better and more informed inventory management, thus, curtailing significantly, the internal costs through new and efficient processes.

Further, the simplification and streamlining of the sales process, significantly reduces the time spent by sales reps on their paperwork and administrative engagements, and lets them focus on selling instead. The ROI gained out of implementing a CRM is what makes the experience worthwhile. It is best measured by comparing the past and the present customer acquisitions, enhancements in customer value/worth, long-term customer retention, etc, all of which contribute to the organizations revenues.

Many organizations have burned their fingers trying to implement the technology and manage costs. To successfully undertake CRM initiatives it is essential to

1. Clearly define the management objective & strategy.
2. Evolve the right process around it.
3. Identify the right software solution for implementation.
4. Understand the hidden costs and hurdles.
5. Back it up with good training and support.

CUSTOMER RELATIONSHIP MANAGEMENT is a strategy, not a specific software or hardware; but it encompasses the technology and strategy needed to completely integrate a business in order to get a holistic view of customers and their relationship to the entire enterprise. The software that links the back office to the front office, the technology needed to make the call centre customer-friendly, and integrating each component seamlessly with the customers’ point of contact, web-based or other means, are all part of Customer Relationship Management.

There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a process that will help bring together lots of pieces of information about customers, sales, marketing effectiveness, responsiveness and market trends.

Companies around the world have leveraged CRM strategies to gain competitive advantage. As more and more companies rush to implement CRM, precautions must be taken to do it right. It is approximated that 50-70% CRM implementations fail, depending on the Industry vertical. Hence, it is essential to identify the key challenges, address risks and build a strategy that can make your CRM successful. CRM is full of talk about strategy, but at the end of the day, someone has to lead the way and implement, even if operations report that the network is operating perfectly and services are running normally, your customers may not be happy, leading to revenue shortfall and increasing levels of churn.


In today’s business environment companies cannot afford to lose a single profitable customer. By effectively leveraging results from a customer satisfaction survey an organization can respond to their customer’s needs in ways that increase revenue as well as improve customer and employee, satisfaction and loyalty. Many companies perform customer satisfaction surveys, but don’t receive full value from their investments to administer the program. Too often survey results are used simply for monthly reporting on “how we did last month”. GAP MODEL

There is a gap because of which a market goes up or come down. What the company perceives and what the customers perceives is different. It is this gap which identifies a product of the company as product centric. The customer has different point of view. He may focus on the price.


The CRM cycle can be briefly described as follows:

??Learning from customers and prospects, (having in depth knowledge of customer).
??Creating value for customers and prospects.

??Creating loyalty.

??Creating profits.

??Acquiring new customers.


1976, India barred the private sector from participating in fuel retail and nationalised the local businesses of international oil companies. Brands commonly seen at petrol stations elsewhere in the world – Shell, Esso and Caltex -disappeared from the Indian market. Shell, for instance, became Bharat Petroleum and Esso metamorphosed into Hindustan Petroleum.

In 2002, however, the government made a U-turn, allowing multinationals and other private players to re-enter the market. The policy shift sparked a rush of service station openings as both private and public companies positioned themselves to sell to the nation’s growing, increasingly mobile middle class. While the private sector welcomed the liberalised market, in practice it came with several strings attached. Private players were required to invest at least 20 billion rupees (around $500 million) in refineries, pipelines or other energy-related assets in the country, limiting the number of new entrants. And although the government abolished formal controls on fuel prices, it continued to dictate them indirectly through the pricing policy of India’s national oil companies (NOCs). These factors have slowed the evolution of the sector – at least for the moment.
For almost 30 years the government strictly controlled public-sector companies, dictating prices, and directing the expansion of their dealer networks. While these companies had retained the infrastructure of the nationalised multinationals, their reason for being changed dramatically. Objectives such as job creation had taken precedence over purely commercial goals, including profitability when running the business. The move toward liberalisation brought a sudden shift in priorities as the public-sector companies prepared to face the new competition. “We’ve actually grown more in the last four years than we had in the last 30,” says Tejbir Singh Sanghvi, Deputy General Manager of Highway Retailing at Hindustan Petroleum. “The government has given us more flexibility in terms of expanding our dealer network. We’ve also had to develop a lot in order to compete. There are new initiatives, new physical standards and new technologies. Fuel retail used to be a seller’s market. Now the focus has shifted to the consumer.”

Newcomers to the Indian market face several challenges. For one, the government has an indirect hand in pricing policy through its national oil companies. The policy takes into account factors such as inflation and the proximity of upcoming elections. For example, between 2002 and 2006 the price of petrol in the international market increased one and a half times. During the same period the retail price of petrol in India only rose by about 50%.
The government subsidises India’s NOCs to compensate for below-market prices. Between April, 2005 and March, 2006 subsidies totaled approximately $3.6 billion, according to a government advisory committee report. Since state-owned oil companies command some 80% market share, private-sector competitors must match their artificially-low prices to stay in business.
“It was assumed that after the APM (Administered Pricing Mechanism) was dismantled in 2002, there would be a genuine free market in India for transportation fuels,” says manager of shell. “But the APM never really faded away in practice, thanks to political reality.”

The Indian market for transportation fuels holds a lot of promise. The country’s aspiring middle class, recently estimated at 40 million households by consultancy McKinsey, is becoming increasingly motorised. Small towns are expanding at a rapid pace, sparking investment in roads and other infrastructure.

Automobile sales, which today number just over a million vehicles a year, could reach 20 million a year by 2030, predicts US-based consultancy Keystone, making India the third-largest automobile market in the world after China and the USA.

Moreover, the fact that many of India’s service stations are poorly designed and congested leaves a natural opening for newcomers who offer a better alternative. Typical old-fashioned Indian service stations feature long queues, cars jockeying for position, oily forecourts and hand-operated petrol pumps that may not accurately measure the volume of each sale. They also lack convenience stores or other facilities.

Liberalisation prompted Indian companies such as Reliance and Essar to aggressively enter the fuel retail market. Reliance, for instance, expanded its network rapidly, with plans for up to 6,000. However, Reliance stopped at around 1,300 stations when it started to lose money, due to the government’s policy of influencing prices.

Shell is so far the only international oil company to enter the Indian retail market. The company’s development of a liquefied natural gas terminal and regasification facility at Hazira allowed it to meet the government’s call for investment. Today Shell operates 35 stations in southern India.


Bharat Petroleum Corporation Limited (BPCL):-
It is one of India’s largest PSU companies, with Global Fortune 500 rank of 287 (2008). Its corporate office is located at Ballard Estate, Mumbai. As the name suggests, its interests are in petroleum sector. It is involved in the refining and retailing of petroleum products.
Bharat Petroleum is considered to be a pioneer in Indian petroleum industry with various path-breaking initiatives such as Pure for Sure campaign, Petro card, Fleet card etc.
BPCL’s growth post-nationalisation (in 1976) has been phenomenal. One of the single digit Indian representatives in the Fortune 500 & Forbes 2000 listings, BPCL is often referred to as an “MNC in PSU garb”. It is considered a pioneer in marketing initiatives, and employs “Best in Class” practice.
The 1860s saw vast industrial development. A lot of petroleum refineries came up. An important player in the South Asian market then was the Burmah Oil Company Ltd. Though incorporated in Scotland in 1886, the company grew out of the enterprises of the Rangoon Oil Company, which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma.
The search for oil in India began in 1886, when Mr. Goodenough of McKillop Stewart Company drilled a well near Jaypore in upper Assam and struck oil. In 1889, the Assam Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil production in India.
While discoveries were made and industries expanded, John D Rockefeller together with his business associates acquired control of numerous refineries and pipelines to later form the giant Standard Oil Trust. The largest rivals of Standard Oil – Royal Dutch, Shell, Rothschilds – came together to form a single organisation: Asiatic Petroleum Company to market petroleum products in South Asia.
In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil Company – an active producer, refiner and distributor of petroleum products, particularly in Indian and Burmese markets. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. A pioneer in more ways than one, Burmah Shell began its operations with import and marketing of Kerosene. This was imported in bulk and transported in 4 gallon and 1 gallon tins through rail, road and country craft all over India. With motor cars, came canned Petrol, followed by service stations. In the 1930s, retail sales points were built with driveways set back from the road; service stations began to appear and became accepted as a part of road development.
On 24 January 1976, the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. On 1 August 1977, it was renamed Bharat Petroleum Corporation Limited. It was also the first refinery to process newly found indigenous crude Bombay High, in the country
Bharat Petroleum produces a diverse range of products, from petrochemicals and solvents to aircraft fuel and speciality lubricants and markets them through its wide network of Petrol, LPG, CNG Stations, Kerosene Dealers, LPG Distributors, Lube Shoppes, besides supplying fuel directly to hundreds of industries, and several international and domestic airlines.
BPCL has Refineries at Mumbai and Kochi(Kochi Refineries) with a capacity of 12 Million Metric Tonnes (MMT) and 7.5 MMTPA respectively for refining crude oil. BPCL’s subsidiary at Numaligarh has a capacity of 3 MMT.
Brand ambassador
Mahendra Singh Dhoni signed on as the Brand Ambassador for BPCL in 2006. Narain Karthikeyan is one other Brand Ambassador for BPCL.
International rankings
1. BPCL is a Fortune Global 500 company as per the ranking of 2008. It was ranked at position 287. It was ranked at position 325 as per the ranking of 2007.
2. BPCL was featured on the Forbes Global 2000 list for 2008 at position 967
Offering World Class Fuels
Since 2002, they have introduced new generation branded fuels Speed, Hi Speed Diesel and Speed 97, being the pioneers to introduce premium fuel brands in the Country. Speed brand of petrol contains multi-functional fuel additives that prevent formation of harmful deposits and help clean existing deposits, thereby improving vehicle performance. Speed has been the market leader in the branded fuels category. BPCL has also introduced a high-end Octane 97 variant Speed 97 catering to the requirement of vehicles at the upper end of the tier. To meet the growing needs of the diesel passenger car segment, we introduced Hi-Speed Diesel which is a blend of diesel and world-class multi-functional additive which uses the internationally renowned Green Burn Combustion Technology. This multi-functional additive enables the high performance vehicles to deliver their designed outputs.
Making a Difference through Innovative Retailing
Bharat Petroleum is providing added value to its customers in fuel and non-fuel areas. The Corporation offers products and services that have been designed to meet the need gaps of its customers. They have introduced several pioneering offerings in Indian Petroleum retailing scene.
Servicing the Customers Need
Recognizing the customer need for pure quality and correct quantity of fuel for their vehicles and launched the flagship initiative of Pure For Sure (PFS) offering the guarantee of pure quality and correct quantity of fuel to our customers. The petrol pumps displaying a prominent ‘Pure For Sure’ signage have become landmark destinations as the movement has gained momentum across our Retail Network.
Bharat Petroleum now offers a robust and automated network of retail outlets, which leverage technology to deliver the assurance of quality and quantity promise, ensure integration of payment with fueling and improves the service efficiency at the forecourt of the petrol pump.
Fostering Loyalty
Sharing rewarding relationships with customers and building loyalty has been a center of focus. Recognizing the need of customers to make life more convenient and rewarding and introduced the first loyalty-cum-rewards program, PetroBonus. Equipped with Smart Card Technology, the Petro Card program combines convenience in payment along with an inbuilt rewards program that rewards the customer with Petromiles every time he fuels. A similar program, Smart Fleet was launched for Fleet Owners privileges such as cashless transactions, vehicle tracking, Credit Option for Fleet Owners and Cash Management System.
Delivering Convenience
Bharat Petroleum has pioneered the concept of Convenience Stores in the Country. The In &Out Convenience Stores are the largest network of stores spread across the BPCL network. The offerings range from convenience products, ATMs, Music, Greeting Cards, Movies / Entertainment Tickets, etc. The network also has a good spread of Fast Food destinations throughout tie ups with Mc Donald’s, Café Coffee Day, Subway, Pizza Hut and other leading retail chains.
Caring for Vehicle’s Needs
It also aim to provide service centre facilities through our V-CARE (Vehicle Care) Centres across the urban network. The V-Care Centres provide customers with reliable, transparent and value for money services for the basic vehicle care needs.
Partnering Highway Journeys
On the highways they offer a home away from home to the truckers and the tourists in the form of the Generation Next OSTSs/OSTTSs (One Stop Truck cum Tourist Shop) branded as GHAR. These outlets are built on a minimum of 3 to 5 acres plot sizes and house dedicated and fully automated MS/HSD petrol/ diesel Fuelling facilities to fuel all kinds and sizes of vehicles besides the specially designed offerings for the highway travelers, that include a Food Court for Tourists and a Dhaba for truckers, a dormitory with beds, a Safe, Secured and Spacious parking for trucks and cars, a vehicle wash facility, Bathing facilities, dedicated toilets for Truckers and dedicated toilets for Tourists, Children’s Play area, Amphitheatre for entertainment, Health care centre, Smartfleet Customer service centre ,Sanjha Chula for self cooking and captive power generation.
HPCL (Hindustan Petroleum Corporation Limited):-
It a Navratna PSU of the Government of India, is a Fortune 500 company of India listed at number 311 in the global 500 rankings, with an annual turnover of over Rs. 1,16,428 Crores and sales/income from operations of Rs 1,31,802 Crores (US$ 25,618 Millions) during financial year 2008-09, about 20% Marketing share in India and a strong market infrastructure. Corresponding figures for financial year 2007-08 are: Turnover- Rs 1,03,837 crores, and sales/income from Operations- Rs. 1,12,098 Crores (US$ 25,142 Million).
HPCL operates 2 major refineries producing a wide variety of petroleum fuels & specialties, one in Mumbai (West Coast) of 5.5 Million Metric Tonnes Per Annum (MMTPA) capacity and the other in Vishakapatnam, (East Coast) with a capacity of 7.5 MMTPA. HPCL holds an equity stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a state-of-the-art refinery at Mangalore with a capacity of 9 MMTPA. Another Refinery of 9 MMTPA is under construction in Bathinda, Punjab by HMEL, a Joint Venture with Mittal Energy Investments Pte.Ltd.
HPCL also owns and operates the largest Lube Refinery in India producing Lube Base Oils of international standards. With a capacity of 335 TMT. This Lube Refinery accounts for over 40% of the India’s total Lube Base Oil production. Presently HPCL produces over 300+ grades of Lubes, Specialities and Greases.
The marketing network of HPCL consists of 13 Zonal offices in major cities and 90 Regional offices facilitated by a Supply & Distribution infrastructure comprising Terminals, Aviation Service Facilities, LPG Bottling Plants, Lube filling plants, Inland Relay Depots, Retail Outlets (Petrol Pumps) and LPG & Lube Distributorships.

HPCL has, over the years, moved from strength to strength on all fronts. The refining capacity steadily increased from 5.5 million metric tonnes in 1984/85 to 13.00 million metric tonnes (MMT) now.
1952: The Company was incorporated in the name of Standard Vacuum Refining Company of India Limited on July 5, 1952
1962: On 31st March,1962 the name was changed to ESSO Standard Refining Company of India Limited.
1974: Hindustan Petroleum Corporation Limited comes into being after the takeover and merger of erstwhile Esso and Lube India Undertaking
1976: Caltex Oil Refining Ltd. is taken over by the Government of India and subsequently merged with HPCL in 1978.
1979: Kosan Gas Company, the concessionaries of HPCL in the domestic LPG market, are taken over and merged with HPCL.
HPCL thus comes into being after merging four different organisations at different points of time.
Major functions
1. Refineries
2. Aviation
3. Bulk Fuels & Specialities
4. International trade
6. Lubes – HP LUBES
7. Retail
8. Exploration & Production
9. Joint Ventures
10. Alternate Energy
HPCL has a number of refineries in India. Some are listed below:
1. Mumbai Refinery – 5.5 Million Metric Tonnes (MMT) Capacity
2. Visakhapatnam Refinery – 7.5 MMT at Visakhapatnam
International rankings
1. HPCL is a Fortune Global 500 company as per the ranking of 2009 and was ranked at position 311.
2. HPCL was featured on the Forbes Global 2000 list for 2009 at position 1002
Recognition and Awards 2008
1. NDTV Profit Business Leadership Award
2. Reader’s Digest ‘Trusted Brand Asia Platinum’ Award
3. Golden Peacock Corporate Governance Award 2008
4. CIO 100 Award 2008
5. India Star Award
6. OISD Safety Award
7. National Award For Excellence In Cost Management
8. Greentech Environment Excellence Award 2008
9. Best HR Practices in ‘People Management’
Club HP
High – quality personalized “Vehicle and Consumer Care”
A part of HPCL’s strategic retail marketing initiative that seeks to break out of traditional fuel retailing, our new Retail Brand “Club HP” assures high – quality personalized “Vehicle and Consumer Care” through a select set of outlets.
Developed after an exhaustive research of over a year which included collecting feedback from over 13,000 respondents in several key markets across the country, the “Club HP” concept aims to provide the assurance of “Quick Fills”, “Expert, Personalised Service”, “Total Vehicle Management” and “Consumer Conveniences”.
The “Club HP” concept also recognizes the fact that the consumer today places very high importance on vehicle care and at the same time expects other value added services from a fuel retail outlet that help him take care of diverse activities under one roof and in the shortest possible time. The Club HP outlets provide a distinct set of basic and value added offerings which include “Efficient & Expert Service”, “Quick Care Point”, “Digital Air Towers”, “Vehicle Finance and Insurance related assistance”, “Bills Payment facilities”, “Refreshments”, “HPCL – ICICI Credit Cards”, “Club HP Smart 1 Cards” and a host of other amenities.
To deliver the many conveniences and services, we have associated with leading companies like Coca Cola India, ICICI Bank, Fed Ex, Western Union Money Transfer, Café Coffee Day, US Pizza, Skypak and many more. They are also forging service specific alliances with several automobile companies and OEMs like Tata Motors to jointly identify “Club HP” outlets.
The roll out of “Club HP” began in a phased manner, initially targeting 85 outlets in the cities of Mumbai, Delhi, Bangalore and Kolkata. Encouraged by the initial experience, the “Club HP” brand has been quickly expanded to cover over 1000 outlets in all major cities and towns across India. The distinctive red and blue Club HP logo is an all too familiar symbol inviting motorists looking for a quick and refreshing fuelling experience.
“Club HP” outlets are categorized as Standard, Mega and Max depending on the levels of services and amenities available.
Vehicle Care – The Club HP outlets have been carefully selected to ensure that they can offer high quality vehicle care. Each Club HP Mega and Max outlet is equipped with a service station. In addition, the outlets will also provide vehicle consumable and accessories, all under one roof. More and more outlets will progressively upgrade to “Authorised Service Stations” as part of our association with various vehicle manufacturers.
Quick Care Points – Consumers are offered a free check up of vital elements such as engine oil, brake oil, battery water, coolant, fan belt, radiator hose etc. by the specially trained “Club HP” attendants. In addition, a quick inspection of the tyres is done and recommendations given in case any immediate action is required.
Digital Air Towers – The performance and safety of new generation cars depend a lot on the correct air pressure maintained in the tyres. The specially designed digital air pressure equipment not only ensures accurate air pressure in the shortest time but also adds to the comfort and safety of travel.
‘Good Fuel Promise’ Towers – Consumers are offered the facility to personally conduct simple tests with the help of specially designed standard apparatus. A simple procedure booklet is also provided to help anyone check the quality and quantity of fuel. The consumers are also invited to fill in the printed certificate booklet which will be available at all “Club HP” outlets in order to record their assessment. This feedback is regularly screened by the HPCL team to plan remedial actions or service upgrades in accordance.
Vehicle Finance and Insurance Related Counsel – HPCL has tied up with leading vehicle insurance and finance service providers for these activities which include assistance towards issuance and renewal of policies as well as extension of loans for purchase of new or second hand vehicles.
ATMs – HPCL has taken the lead in providing ATM facilities at its outlets in association with leading banks and is targeting over 400 ATMs very soon. Select Club HP outlets have already been equipped with ATMs.
Bills Payments – HPCL has tied up with Skypak Financial Services which is providing “Drop boxes” at all “Club HP” outlets in a phased manner. Consumers can utilize these drop boxes to pay bills relating to a variety of service providers.
Communication Facilities – Each Club HP outlet is equipped with a pay – phone for the convenience of consumers. In addition, select outlets will also provide high speed internet browsing and e – mail facility.
HPCL – ICICI co – branded Credit Cards and the Club HP Smart1 Cards – Customers visiting the “Club HP” outlets will be able to use the HPCL – ICICI Credit Cards to reap the higher reward points offered by this unique product.
Basic Amenities – Each “Club HP” outlet will extend basic amenities such as “safe drinking water” through water purifiers, hygienic rest room facilities, food counters, basic medicines and first aid facility. HPCL has also tied up with Coca Cola India to provide beverages and bottled water as well as snacks at all “Club HP” outlets.

IBP (Indo-Burma Petroleum Company limited):-
It was originally founded by Abdul Karim Abdul Shakur Jamal under the name of Jamal’s oil Company limited and was renamed as Indo-Burma Petroleum Company limited in 1909.

IBP Co. Limited got merged with its parent company ‘Indian Oil Corporation Limited’ on 02-05-2007 under the Ministry of Petroleum & Natural Gas, Government of India. The merger ends the history of 98 year old ‘IBP Co Limited’, the oldest oil company in India.

IBP Co. Limited was born in the then undivided British India as “Indo-Burma Petroleum Company Limited” a joint stock private company on 08-02-1909 at Burma, presently Myanmar.

The developments that followed Second World War forced the company change its head quarters to Kolkata permitting the British Government to bombard and destroy its only refinery at Rangoon. Thereafter the company joined hands with the then Indian Oil Company (Later formed as Indian Oil Corporation Limited after merger with Indian Refineries Company Limited) and carried out business in petroleum products at Mumbai and Kolkata.

Though it was initially taken over by IOC in 1970, it got separated and formed as a public sector company in 1974 under the Ministry of Petroleum and Natural Gas, Government of India. By this time all the foreign private oil businesses were nationalized and made public sector companies. The Indo Burma Petroleum Company Limited changed its name to IBP Co. Limited in 1983. During 2002, it was once again acquired by the IOC and became one if its group companies.

Though predominantly an oil company, IBP diversified its activities in to engineering and chemicals. The venture in to explosives by the chemical division was, based on a suggestion from the Govt. of India when the country faced acute shortage of explosives for mining industry following an accident and strikes at the only major supplier viz IEL in India in 60’s. As the country had to import huge quantities of explosives to meet consumption needs for over six months, severe difficulties were faced in storage, handling and transportation to mining areas. Finally, the Chary committee set up for the purpose strongly recommended a company to be set up in public sector for manufacture of explosives. IBP, waiting for a diversification in to chemicals, readily grabbed the opportunity and commenced its business in manufacture and marketing of industrial explosives.

The IBP’s first packaged slurry explosive manufacturing plant was set up in Korba (then in MP now in Chattisgarh) in the year 1976 under the collaboration from Ireco Inc. USA. The unit commenced its commercial production in August 1977. Thereafter the chemical division has diversified its business in to a unique technology ‘the bulk delivered slurry explosives’ with the first ever plant of its kind set up in India at Kudremukh with a capacity of 5000 Tons per annum in 1980. The first ever supply of site-mixed bulk slurry explosives took place on 20-12-1980 in a blast using 63 tons of this product. Over the past 25 years, by 20th Dec 2005 it has completed supply of 64,695 MT of SMS explosives to Kudremukh Iron Ore Project.

For IBP, the journey in bulk explosives commenced at Kudremukh continued a long way with new plants set up in both coal and metal mining sectors. The second plant came up at Singrauli (MP) in the year 1983 followed by Block-II Dhanbad (Jharkhand), Ramagundam (AP), Rampur Agucha (Rajasthan), Kusmunda (Chattisgarh) etc. In terms of volume, the production of bulk explosives reached a peak level of 55000 MT, followed by 25000 MT of packaged explosives.


Over the years, the number of competitors in India grew from only two in the beginning to more than forty today, adversely affecting the market share in Industrial explosives of IBP from a high of around 30% down to 18%. Though the installed capacity of the company is more than 1,25,000 tons, the capacity utilization is only around 60% due to current price sensitive market and intense competition from private players. Presently, IBP is the only central public sector company servicing the market for industrial explosives. The business group experienced very high profits in the beginning when there were only two competitors (IEL and IDL) and progressively incurred losses from the late nineties. However, a turnaround is expected in the business during the current year owing much to the reorganization of the marketing department and the required thrust planned and given by this department. This included significant volumes and price from Coal India Limited besides the thrust in the non-coal mining sector of the country that resulted in threefold increase in volumes.

New technologies
The advent of modern technologies in manufacture of explosives including emulsions lead IBP to radically change the original technology from Ireco Inc. and introduce new and cost effective technologies in both slurry and emulsion products. However, the original Ireco’s slurry technology obtained in 80’s was modified through in house marketing and R&D efforts and made superior to that of emulsion technology. Therefore, the superior techno-economic advantages of site mixed slurry explosives over that of bulk emulsion explosives were made available and the majority of IBP’s plants (9 out of 14) continue to produce highly improvised bulk slurry explosives.

The site mixed slurry explosives, as the name suggests are manufactured on site in a specially designed truck (called pumptruck) by carrying non-explosive ingredients in separate chambers, mixing them in tailor-made proportions and pumping them in liquid form directly in to bore holes. The poured mixture acquires the characteristics of an explosive within about ten minutes of pumping and solidifies slowly to the shape of the bore hole. Unlike bulk emulsions, the SMS can be pumped in various densities ranging from 0.6 g/cm³ to as high as 1.20 g/cm³ and the energy can be varied to produce twenty different types of chemically balanced explosive products to exactly the suit the rock conditions and achieve techno-economic advantages for the customers. The system eliminated the need for packaging, inventory, storage and handling of various types of explosives and thus lowered direct costs to customers.


The expansion phase of IBP in the field of explosives still continues with plant-set up possibilities in the Cement Sector at Gulbarga, Bauxite mining (NALCO, Orissa) Lignite (NLC, Tamilnadu) and Iron ore mining (NMDC, Donimalai, Karnataka), Orissa & Rock phosphate mines of RSMM, Rajasthan etc.
Indian Oil Corporation (IOC):-
It is an Indian public-sector petroleum company. It is India’s largest commercial enterprise, ranking 105th on the Fortune Global 500 listing (2009). It began operation in 1959 as Indian Oil Company Ltd. The Indian Oil Corporation was formed in 1964, with the merger of Indian Refineries Ltd. Indian Oil and its subsidiaries account for a 47% share in the petroleum products market, 40% share in refining capacity and 67% downstream sector pipelines capacity in India. The Indian Oil Group of Companies owns and operates 10 of India’s 19 refineries with a combined refining capacity of 60.2 million metric tons per year. On 30th June 2009 Indian Oil completed 50 years of its existence and a series of events are being planned to celebrate its Golden Jubilee Year
Overview Indian Oil operates the largest and the widest network of fuel stations in the country, numbering about 17606 (15557 regular ROs & 2049 Kissan Sewa Kendra). It has also started Auto LPG Dispensing Stations (ALDS). It reaches Indane cooking gas to over 47.5 million households through a network of 4,990 Indian distributors. In addition, Indian Oil’s Research and Development Center (R&D) at Faridabad supports, develops and provides the necessary technology solutions to the operating divisions of the corporation and its customers within the country and abroad.
Subsequently, Indian Oil Technologies Limited – a wholly owned subsidiary, was set up in 2003, with a vision to market the technologies developed at Indian Oil’s Research and Development Center. It has been modeled on the R&D marketing arms of Royal Dutch Shell and British Petroleum.

Indian Oil’s product range covers petrol, diesel, LPG, auto LPG, aviation turbine fuel, lubricants, naphtha, bitumen, paraffin, kerosene etc. Xtra Premium petrol, Xtra Mile diesel, Servo lubricants, Indane LPG, Autogas LPG, Indian Oil Aviation are some of its prominent brands. Recently Indian Oil has also introduced a new business line of supplying LNG (Liquefied natural gas) by the cryogenic transportation. The branding called “LNG at Doorstep”. Lng headquarters are located in scope complex, Lodhi Road Delhi.
* Digboi Refinery, in Upper Assam, is India’s oldest refinery and was commissioned in 1901. Originally a part of Assam Oil Company, it became part of Indian Oil in 1981. Its original refining capacity had been 0.5 MMTPA since 1901. Modernisation project of this refinery has been completed and the refinery now has an increased capacity of 0.65 MMTPA.
* Guwahati Refinery, the first public sector refinery of the country, was built with Romanian collaboration and was inaugurated by Late Pt. Jawaharlal Nehru, the first Prime Minister of India, on 1 January 1962.
* Barauni Refinery, in Bihar, was built in collaboration with Russia and Romania. It was commissioned in 1964 with a capacity of 1 MMTPA. Its capacity today is 6 MMTPA.
* Gujarat Refinery, at Koyali in Gujarat in Western India, is IndianOil’s largest refinery. The refinery was commissioned in 1965. It also houses the first hydrocracking unit of the country. Its present capacity is 13.70 MMTPA.
* Haldia Refinery is the only coastal refinery of the Corporation, situated 136 km downstream of Kolkata in the Purba Medinipur (East Midnapore) district. It was commissioned in 1975 with a capacity of 2.5 MMTPA, which has since been increased to 5.8 MMTPA
* Mathura Refinery was commissioned in 1982 as the sixth refinery in the fold of IndianOil and with an original capacity of 6.0 MMTPA. Located strategically between the historic cities of Delhi and Agra, the capacity of Mathura refinery was increased to 7.5 MMTPA.
* Panipat Refinery is the seventh refinery of IndianOil. The original refinery with 6 MMTPA capacity was built and commissioned in 1998. Panipat Refinery has doubled its refining capacity from 6 MMT/yr to 12 MMTPA with the commissioning of its Expansion Project.
Subsidiary refineries
1. Bongaigaon Refinery (2.95 MMTPA),
2. Chennai Petroleum (9.5 MMTPA)
Group companies and joint ventures
* Indian Oil Technologies Ltd: Indian Oil Technologies Ltd. is the marketing arm for the entire range of technologies developed at the R&D Centre of Indian Oil Corporation Limited. This website gives an overview of the various technologies, products, quality services and solutions, developed and tested to meet or exceed customer requirements. These technologies are tailor made and meant to provide competitive advantage. Indian Oil Technologies is built on the strength of its credibility proven in its sister divisions.
* Indian Oil Technologies Ltd. headquarters are located at Indian Oil R&D Centre, Faridabad.
* Indian Oil (Mauritius) Ltd.
* Lanka IOC PLC – Group Company for Sri Lanka retail and storage operations which is listed on Colombo’s stock exchange. It was locked into a bitter subsidy payment dispute with Sri Lanka’s Government which has since been resolved.
* IOC Middle East FZE
* Chennai Petroleum Corporation Ltd.
* Bongaigoan Refinery and Petrochemicals Ltd.
* Green Gas Ltd. – joint venture with Gas Authority of India for city-wide gas distribution networks.
* Indo Cat Pvt. Ltd., with Intercat, USA, for manufacturing 15,000 tonnes per annum of FCC (fluidised catalytic cracking) catalysts & additives in India, for catering to rising global demand.
* Numerous exploration and production ventures with Oil India Ltd., Oil and Natural Gas Corporation
International rankings
Indian Oil is the highest ranked Indian company in the prestigious Fortune Global 500 listing, the 116th position(in 2008) based on fiscal 2007 performance.
It is also the 18th largest petroleum company in the world and the number one petroleum trading company among the National Oil Companies in the Asia-Pacific region.
IOCL was featured on the 2008 Forbes Global 2000 at position 303.

Loyalty programs
XTRAPOWER Fleet Card Program is aimed at Large Fleet Operators. Currently it has 1 million customer base. XTRAREWARDS is a recently launched loyalty program for retail customers where customers can earn reward points on their purchases.
Indian Oil Corporation has two major domestic competitors, Bharat Petroleum and Hindustan Petroleum. Both are state-controlled, like Indian Oil Corporation. There are two private competitors, Reliance Petroleum and Essar Oil. And now shell.
Indian Oil Corporation earned concerns about the state of affairs in its marketing business when Shanmugam Manjunath, a marketing manager and an MBA from prestigious Indian Institute of Management Lucknow, was murdered in 2005 for sealing a corrupt petrol station in the state of Uttar Pradesh (U.P.). The corporation’s Mathura Refinery unit has also remained constantly in news due to the threat of air pollution created by it.
Oil Industry Development Board
India has begun the development of a strategic crude oil reserve sized at 37.4 million barrels, enough for two weeks of consumption. Petroleum stocks have been transferred from the Indian Oil Corporation (Indian Oil) to the Oil Industry Development Board (OIDB). The OIDB then created the Indian Strategic Petroleum Reserves Ltd (ISPRL) to serve as the controlling government agency for the strategic reserve.

Royal Dutch Shell is the largest and most diversified international investor in India’s energy sector among all global integrated oil companies with nearly US$1 billion invested already. It is the only global major to have a fuel retail license in India. Besides being a major private sector supplier of crude, products, chemicals and technology to public/private sector oil companies, Shell also has key interests in lubricants, bitumen and LPG while operating an LNG receiving and re-gasification terminal, as well as a significant Technology center and now a financial shared services center. India has been a focus country for investments from the global Shell Foundation, which has committed resources across seven programs and has already spent over USD5.5 million to date impacting more than 1,19,000 households and 195 entrepreneurs.
Set up in 1928, The Burmah-Shell Oil Storage and Distributing Company of India Limited was a pioneer in more ways than one, and began operations with import and marketing of Kerosene. It pioneered rural marketing by reaching out to people even in remote villages to ensure supply of kerosene. With motor cars, came canned petrol, followed by service stations which were built in the 1930s.
JRD Tata’s historic solo flight
On 15th October 1932, when civil aviation arrived in India, the company fueled J.R.D. Tata’s historic solo flight in a single engine de Havilland Puss Moth from Karachi to Bombay (Juhu) via Ahmedabad.
Then, the company introduced LPG as a cooking fuel to the Indian home in the mid-1950s. Besides selling bitumen, the company pioneered desert road construction in India. In 1955 the company commissioned what was then India’s largest refinery which was the first to process newly found indigenous crude (Bombay High), in the country.
On 24th January 1976, the Burmah Shell Group of Companies was taken over by the Government of India.
With nearly US$1 billion invested already, Shell is the largest and most diversified international investor in India’s energy sector.
A state-of-the-art lube-oil blending plant at Taloja (outside Mumbai in western India) – considered to be among the finest lube-oil blending plants in Asia, manufacturing a range of branded lubricants focused on the automotive and industrial sector
* The first Shell polymer modified bitumen plant in India launched December 2006 at Uluberia in West Bengal
* To produce a range of products, emulsions, crumb rubber modified bitumen and polymer modified bitumen.
* Plant capacity is 50,000 tonnes per annum
* Focused on Commercial and Industrial segments in Maharashtra, Gujarat.
* 120 ktpa LPG import terminal at Pipavav and a filling plant at Kheda, Guajrat
* Only international company to be granted and actualise Government of India approval to retail fuel in India till date.
* License for 2000 fuel retail stations.
* Won the “National Award” from President of India in Year 2007 for work with the disabled people as an employer
Technology Solutions
* TSA with Reliance, CHT, and IOC.
* Catalyst sales
* Major Private Sector supplier of crude, products and chemicals to public/private sector oil companies.
Gas and Power:
JV between Shell (74%) and Total (26%)
* Hazira LNG receiving and re-gasification terminal.
* Capacity 2.5 million tonnes of LNG per annum.
* Bulk container port under development at Hazira
* Located at Bangalore.
* To deliver high-end technical studies, projects, and services for Shell worldwide, plus supporting interests in India.
* Located at Chennai.
* Start-up: mid-2008
* All Shell companies in India invest in community development as a part of their commitment to Sustainable Development.
* Shell aims that its business activities should contribute towards benefiting communities.
* The Shell India contribution to mainstreaming the disability movement in India is widely recognized – creating role models in this sector by means of the Shell Helen Keller Awards.
* Shell in India is also active in the area of road safety.
THE SHELL FOUNDATION an independent UK based charity in India
* Has committed USD7.5 million across seven programmes.
* Current Impact – more than 1,19,000 households and 195 entrepreneurs.
* Programmes undertaken include household energy and health, energy access & sustainable livelihood programmes for poor communities.
* Breathing Space reduction in indoor air pollution through smokeless chulhas in Maharashtra and Bundelkhand.
* Trading Up organic farming and fair trade label practice to build sustainable livelihoods in the Kutch district (Gujarat) Orissa.
* Excelerate small medium enterprise program supporting barefoot entrepreneurs in energy and transport.
Services provided apart from Re-fueling:-
1. Automation of Fuel Dispensers.
2. Establishing new Fuel Stations at Convenient Locations.
3. Introducing different brands of fuel.
4. ERP & CRM implementations at Company level.
5. Marketing for Brand Recognition.
6. Launch of New Products, Related Goods & Services.
7. Introducing windshield cleaning for four wheelers.
8. Free oil change for two wheelers on purchase of lubricants.
9. Introducing convenience stores in fuel outlets for the customers.
Reliance Petroleum Limited:
Reliance Petroleum Limited was set up by Reliance Industries Limited (RIL), one of India’s largest private sector companies based in Mumbai. RPL is subsidiary of RIL, and has interests in the downstream oil business. RPL also benefits from a strategic alliance with Chevron India Holdings Pte Limited, Singapore, a wholly owned subsidiary of Chevron Corporation USA (Chevron), which currently holds a 5% equity stake in the Company.
Jamnagar Refinery:
Refining activities of Reliance Industries Limited are carried out at the Jamnagar refinery complex with refining capacity of 27 million tonnes per annum (540,000 barrels per day).The refinery is able to process a wide variety of crudes- from very light to very heavy (from 18 to 45 degree API) and from sweet to very heavy (with sulphur content from 0 to 4.5%).
RPL commenced its crude processing on 25 December 2008. The secondary processing units are commissioned and the entire refinery complex is expected to attain full capacity shortly. With an annual crude processing capacity of 580,000 barrels (92,000 m3) per stream day (BPSD), RPL will be the sixth largest refinery in the world. It will have a complexity of 14.0, using the Nelson Complexity Index, ranking it amongst the highest in the sector. The polypropylene plant will have a capacity to produce 0.9 million metric tonnes per annum.
The refinery project is being implemented at a capital cost of Rs 270,000 million being funded through a mix of equity and debt. This represents a capital cost of less than US $10,000 per barrel per day and compares very favourably with the average capital cost of new refineries announced in recent years. The International Energy Agency (IEA) estimates the average capital cost of new refinery in the OECD nations to be in the region of US $15,000 to 20,000 per barrel per day. The low capital cost of RPL becomes even more attractive when adjusted for high complexity of the refinery.
Reliance petroleum is in the process of purchasing the downstream business of Mobil in Australia. This will give them two more refineries and 800 service stations in Australia.
Retailing in India:
Reliance Industries Ltd has moved ahead with its petroleum retailing plan and set up a network of 500 outlets by the end of 2003. The Company was granted marketing rights for setting up 5,849 petrol pumps across the country.
The company has received close to 50,000 applications for land from across the country for setting up retail outlets. The company had invited applications in the month of August 2002.
The petroleum retail business of the company was put on a fast track after the launch of Reliance Infocomm. The company was largely focusing on the highways for opening its retail outlets.
The company had roped in overseas consultants Tattersfield Minale and Flying J for designing the retail outlets.
As far as customer acquisition is concerned, the brand differentiation and a fuel mix will played a key role in attracting customers in that a competitive scenario.
“There would be acceleration in the non-fuel business in the retail outlets, the overall impact of competition on the customers will be very good,” said Mr. Chaturvedi of RPL.

Initially the company got the sales which made the PSUs to worry about the future of them in the sector.
Reliance petroleum came up with the slogan that private players should also be given subsidies in order to provide fuel at the cost which PSUs sell.
But later on the company stopped its operations due to APM and competitive subsidized prices of PSUs and other factors. Only some outlets in different locations of the country are operating now.


Securing prime retail sites is also a headache. Real estate prices remain high and the process of acquiring real estate is mired in red tape. Moreover, land titles in India tend not to be clear, leading to delays. And construction can be challenging – schedules aren’t adhered to, quality needs to be closely monitored, and safety consciousness has a long way to go.

However, the outlook for newcomers is starting to improve. Government policies are becoming increasingly liberal and market-driven, and there is an overall cultural shift towards greater professionalism in Indian business. While there does not appear to be any imminent movement on the government’s approach to fuel pricing, the economy in general is moving towards greater deregulation. Tax reform promised in 2010 could significantly improve the outlook for private players in the oil sector through a simplified indirect tax structure. This could allow the government greater room to introduce free pricing.

Meanwhile, fuel retailers in India are gradually adopting the practices already used in international markets, which plays to the strength of newcomers who are building their networks from scratch. Fuel retailing in other parts of Asia, such as Singapore, has moved towards providing convenience stops for customers, following the model that prevails in Europe and North America. India is likely to follow in the same direction, especially in cities. However, the pace of change and the speed with which newcomers gain a foothold in the Indian market still depend largely on government policy. As long as market forces do not determine prices and subsidies to NOCs continue, these companies will have an advantage.

The definite answer would be NO. There has been no Customer Relationship Management program followed at a Fuel Retail Station anywhere in the world for various reasons, but a significant change has been observed with Oil Companies which are into retailing going in for ERP & CRM implementation in the organisation but restricted within the company, connecting to suppliers and distributors but not at all the END CONSUMERS.

Reasons for NO CRM at Fuel Retailing Stations:
1. High Cost of Implementation.
2. Lower Margins on sales.
3. Huge Customer Base.
4. Geographically Widely Spread.
5. CRM a pretty new concept to be tested.
6. Few Driveway Attendant’s. (Western Countries Usually)
7. Customization not possible.
8. Sales Boost not predicted in developed countries.


This project is exclusively done on leading petrol bunks in the city of Hyderabad, Nizamabad and on NH-9. The main reason for choosing this sector is that, there is not such of customer relationship is being maintained with the bunks & the end user as such. To bridge the gap between the customer & the dealers so that an effort is being made to make a customer a brand loyal.


With growing competition in the petro-retailing sector, today’s consumer is becoming more and more demanding. The emergence of new psychographic segments in petro retail market bears the testimony to this fact. A closer look at these segments tells us what exactly a consumer is looking for whenever he goes to a fuel station to purchase fuel. He looks for-

??Quality & Quantity assurance

??Quick filling and efficient forecourt service

??Rewarding loyalty

??Premium fuels

??Cashless transactions

??Non-fuel services


The deregulation of the marketing sector has led to the grant of marketing rights to Reliance Industries (5,849), Essar Oil (1,700), ONGC (1,110), and Shell (2,000). Anticipating the immense competition ahead in the petro retailing, the existing oil marketing companies has geared up and the following are the changes that have occurred in recent past since the deregulation of downstream oil industry.
??Shifting focus from the urban to highways and sub-urban areas.
??More communication with the customers in the media and onsite.
??Building PFS, Club HP, Q&Q as a brand.
??From fuel dispensing to multi product selling.
??From commodity selling to brand marketing.
??From executive level sales management to intermediary supervisory cadres.
??From direct controls to third party audits – these certifying agencies require their own infrastructure.
??From dealer proprietor to reputed companies from other sectors making forays into petro-retail management.

Given today’s open & competitive environment, oil marketing companies, both existing and new entrants, are going full steam ahead to capture the largest share of the pie. While the PSUs have added more than 3000 retail outlets to their network in last three years since deregulation, the private players have added only a little over450 retail outlets. However, we can say that with 30,000 petrol retail outlets expected in the next 5 years, up by 30% from today, there is going to be a downward pressure on profit margins and revenues per outlet which will push the industry to reinvent itself.
And in order to reinvent; the industry will either face cut throat competition, Consolidation or a sure path to increase customer loyalty by higher customer satisfaction & increasing brand value through future vision thinking.


Strict Implementation of Programs to avoid Fraud’s.

1. Automation of Fuel Dispensers.
2. Establishing new Fuel Stations at Convenient Locations.
3. Revamp of Old Outlets.
4. Introducing different brands of fuel (Power, Xtramile, Super, 91 octane).
5. ERP & CRM implementations at Company level.
6. Marketing for Brand Recognition.
7. Launch of New Products & Related Goods & Services.
8. Introducing windshield cleaning for four wheelers.
9. Free oil change for two wheelers on purchase of lubricants.
10. Introducing convenience stores in fuel outlets for the customers.
11. Vehicles wash and wheel alignment facility in some outlets.
12. Insurance renewal stalls.
13. Loyalty cards (not widely used).
14. ATM.
15. Bill payment drop Boxes.
16. Tie-ups with different stores and hotel.
17. Establishing new and remodeling old outlets on highways with food courts, and all other necessary facilities.
It is believed that a true customer centric relationship can only be accomplished by considering the unique perspectives of every single customer of the organisation. Hence the pressing need is to put in place a technology enabled CRM solution.


CRM is viewed as a discipline as well as a set of discrete software technologies, which will focus on automating and improving the business processes associated with the customer – face -to-face, Call Centre, web, telephone, sales associates, etc – so as to allow to carry out cradle-to-grave customer management more efficiently. It should allow engaging in one-to-one marketing by tracking complete customer life-cycle history. To begin with it will automate process-flow tracking in the product sales process, and be able to generate customized reports and promote cross selling. It will also enable efficient campaign management by providing a software interface for definition, tracking, execution, and analysis of campaigns.

From an architecture perspective, the enterprise-wide CRM solution should seamlessly integrate non-transactional related customer information housed in the front-office with the transactional information housed in the back office.

A very detailed and comprehensive CRM action plan was developed based on the understanding that CRM will require enterprise wide transformation.

Interviews with key individuals throughout the organisation helped identify different initiatives that have been launched, all focused on CRM.

The next step in the planning process was a Gap Analysis. This analysis essentially compared current stage against optimal relative to the five aspects of business, to identify and specifically describe the gaps.


1. Understand and Differentiate.
2. Develop and Customize.
3. Interact and Deliver.
4. Acquire and Retain.

Successful customer retention is based very simply on the organisations ability to constantly deliver on three principles:

* Maintain interaction; never stop listening to customers.
* Deliver on customer’s value definition. Remember that customers change as they move through differing life stages; be alert for the changes and be prepared to modify the service and value proposition as they change.
* Prioritizing Changes; because there might be many gaps, therefore many changes that an organisation will need to make, prioritization is critical.
The evaluation of each of the strategies identified to resolve the gaps are based on:

Cost to implement – including initial onetime costs, as well as anticipated ongoing expenses.

Overall benefit – some changes may have higher impacts on an organisation’s ability to increase customer value and loyalty.

Feasibility – based on the organisation readiness, data and systems support, resource skill sets and a number of other factors.

Time Required – including the time necessary for training and addressing “cultural” change management issues related to a specific strategy.

Creating an Action Plan-
The next step in the planning process is the development of a very detailed action plan. While the complete plan might span three or more years, it is based on three-month phases with clear deliverables that will demonstrate both progress and quick hits or measures of success. The plan should identify interdependent activities and should comprehensively detail the time and resources required for each activity.

Another key factor for the planning process is the Leadership Action Plan. Advancing on the CRM transformation map required significant organisation change. This part of the action plan helped assess the drivers and restraints of change and the organisation’s readiness to assess the change.
Selecting and Implementing a Technology Based Solution:-

The successes of the CRM initiatives were contingent on various decisions pertaining to technology. Some of the key issues were:

Make or Buy: – The decision to buy was based on an evaluation of an identified set of criteria. Some criteria were Functionality, Flexibility, Scalability, Fit with existing architecture, etc. was decided to purchase an off-the-shelf CRM solution and customize it to suit ICICI’s requirements.

From whom to buy: Some Criteria included were CRM expertise, Retail Finance Experience, Credentials including financials, client list, life history, etc. A detailed Request for Information (RFI) was sent to each of the shortlisted companies. After receiving the RFIs, another round of evaluation was done. After short listing two product vendors and system integrators, reference calls were made to several of the past clients of all shortlisted companies.

All processes are mapped on to product by understanding the details. During the course of the process mapping, several opportunities for improvement maybe identified and implemented.


If CRM involves optimizing product, price, place of distribution, promotion, sales and service, why are so many companies struggling? Hasn’t anyone really mastered the art and science of CRM, and if not, why is it so difficult?
CRM is difficult because it is an enterprise wide initiative:-

CRM is not a technology initiative- Many have confused CRM as a technology initiative, and assigned the CRM implementation project to their information system or information technology group. CRM conferences often equate to technology exhibits and demonstrations. Technology is needed in order to implement CRM – particularly the customization part – but technology is not the driver of CRM, or the solution to successful CRM implementation.

CRM is not exclusively a marketing initiative- Many organisation have merely equated CRM with customer focused marketing, or data-driven/database marketing. CRM results in more effective, data driven marketing efforts; CRM requires marketing experience. But CRM is strictly not a marketing initiative.

CRM is not exclusively a sales initiative- Similar to marketing, CRM is often lodged within the sales department. The sales-force, after all, is extremely close to their customers understanding their needs and wants, and trying to fulfill them. Sales, however, is just one functional area that can benefit from CRM, and that is necessary for effective CRM.

CRM is not exclusively a service initiative- As with sales and marketing, customer service is one functional aspect of successful CRM implementation. But customer service is not the sole driver of the process. CRM involves marketing, sales, service, and technology, as well as the other inner workings of the organisation. Having even one “broken spoke in the wheel”, one area of the organisation that is less than committed to CRM, can make the difference between success and failure.


In order to get a real outlook regarding a need for CRM implementation at Retail Fuel Stations, a lead of various Primary, Secondary Research & Methodologies has been designed.

Some Parts of the Lead being:

* Questionnaire.
* Interviews.
* Observation.
* Feedback.
* Enterprise Policies.
* Statistical Tools.
* Marketing Concepts.
1. Off site survey: 150.
2. Onsite survey: 200.

(As part of my M.B.A curriculum this project is done)

1. Which Fuel Station do you usually go to get your vehicle refueled?

2. Do you visit?

a) Only One Fuel Station. b) More than One less than Five.
c) Any fuel station.

3. What is the reason for selecting the Fuel Station?

a. Close/ on the way to your Residence / Office. b. Have Loyalty Card.
c. Quality of Fuel. d. Driveway Attendants. (Service Rendered).
e. Vehicle Water Servicing. f. Other Services (IF, THEN WHAT___)
g. All the Above.

4. What all services do you like to avail at the Fuel Station?

a) Only Vehicle Refueling. b) Tyre Air Pressure Check.

c) Vehicle Oil. d) Convenience Store.

e) ATM. f) Vehicle Water Servicing.

g) General Clean Up . h) Insurance renewal.

i). Pollution certificate. J) Food Court

k) Rest Rooms L) If any other, Specify______________
5. What is the usual Mode of Payment?

a. Cash b. Credit / Debit Cards
c. Special Credit cum Loyalty Cards d. Petro Cards

6. Do you trust upon the Fuel Quality & Quantity purchased by you at Fuel Station of your Choice?

a) YES b) MAY BE

c) NO d) Does not Matter
7. Do you prefer any other services to be provided in the petrol station?

a) YES b) NO

c) No Idea

8. Do you find any difference in the Quality of Fuel at different Fuel Stations?

a) YES b) NO

9) Do you think there is necessity of changing any service or the infrastructures of the retail refueling stations please say in few sentences

10. Prioritize your Needs for Selecting a Fuel Station? (From 1 to 10, 1 Being Top Priority)

a. Quantity & Quality of Fuel.
b. Driveway Attendants.
c. Convenience of Location.
d. Convenience Store.
e. ATM.
f. Provision of Loyalty Benefits.
g. Free Glass Clean Up.
h. Vehicle Water Servicing.
i. Variants of Fuel.
j. Other related Products & Services {Oil, PUC, Tire Air Pressure Check etc.}
k. Others (Please Specify and Rate) _______________________________



Profession: Govt. Service/ Pvt. Service/ Self employed

Vehicle Held: Avg. Predicted Age Group:

Avg. Fuel Consumption per Month:
1. Do you often Visit this Fuel Station. How many times per Month?

2. Why do / did you visit this petrol station?
1. Quality & Quantity of Fuel. 2. Brand Name.
3. Convenient Location. 4. Driveway Attendants.
5. Refuel was required on priority. 6. Others_____________
3. Are you satisfied with the services that are rendered to you here?
a) YES b) NO c) Partly satisfied
4. Do you believe in the Quality & Quantity of Fuel that is provided in here?
a) YES b) NO c) Can’t Say
5. Do other services like Car wash, Convenience stores, Good Drive way Attendants, Other facilities attract you towards this station?
a) YES b) NO c) MAY BE
6. Any suggestions to improve the facilities here?


1. What is the Station’s major Factor making customer drive in?

2. What extra services do you provide for your customers?

3. How much usual storage of extra fuel is always there at station?

4. What is Max Storage of Fuel at the station?

5. Does customer come here only for refueling or any other service?

6. Do you maintain complaint book?

7. Do you think additional services or Value added services attract customers?

8. Do you think implementation of CRM will bring change in the Sales?

9. What are your strategies to attract customers and make them drive-in?



Bhadur singh
Truck driver
Ram Das
Vehicle Mechanic

A. Venkateshwar Rao
Sanitary Inspector, NMC.
Mahender Yadav
Shop owner
B. Nagaraju
Sree Transport Co.

Karthik Rao. J
Software Engineer
(As part of my M.B.A curriculum this project is done)

1. Which Fuel Station do you usually go to get your vehicle refueled?

ANS) Not particular but nearby home or office, some are particular about (quality)
2. Do you visit?
a) Only One Fuel Station. (37) b) More than One less than Five.(74)
c) Any fuel station. (39)

3. What are the reasons for selecting the Fuel Station?

a. Close/ on the way to your Residence / Office.(49) b. Have Loyalty Card.(36)
c. Quality of Fuel. (104) d. Driveway Attendants. (Service Rendered).(43)
e. Vehicle Water Servicing.(10) f. Other Services (IF, THEN WHAT_)(none)
g. All the Above. (52)

4. What all services do you like to avail at the Fuel Station?

a) Only Vehicle Refueling.(62) b) Tyre Air Pressure Check.(127)

c) Vehicle Oil. (27) d) Convenience Store. (39)

e) ATM.(78) f) Vehicle Water Servicing. (28)

g) General Clean Up .(67) h) Insurance renewal.(44)

i). Pollution certificate. (78) J) Food Court.(32) highway

k) Rest Rooms (7) L) If any other, Specify__(none)
5. What is the usual Mode of Payment?

a. Cash. (98) b. Credit / Debit Cards. (22)
c. Special Credit cum Loyalty Cards. (11) d. Petro Cards (19)

6. Do you trust upon the Fuel Quality & Quantity purchased by you at Fuel Station of your Choice?

a) YES. (94) b) MAY BE. (38)

c) NO. (10) d) Does not Matter. (8)
7. Do you prefer any other services to be provided in the petrol station?

a) YES. (132) b) NO. (8)

c) No Idea. (10)

8. Do you find any difference in the Quality of Fuel at different Fuel Stations?

a) YES. (128) b) NO. (22)

9) Do you think there is necessity of changing any service or the infrastructures of the retail refueling stations please say in few sentences?

Automatic fuel dispensers should be installed in every bunk, Ambience should be good, Drive ways should be good avoiding muddy ways, Drive way attends should be polite, Air filling and PUC should be in every bunk, Fuel shortage should be avoided, Convenience stores and ATM’s in necessary places, Wind shield cleaning and other services. Hygienic toilets, clean drinking water, Cashless service, First aid Kit, STD PCO. (Different suggestions of customers)

10. Prioritize your Needs for Selecting a Fuel Station? (From 1 to 10, 1 Being Top Priority)

a. Quantity & Quality of Fuel. (95)
b. Driveway Attendants. (40)
c. Convenience of Location. (74)
d. Convenience Store. (30)
e. ATM. (53)
f. Provision of Loyalty Benefits.(67)
g. Free Glass Clean Up. (34)
h. Vehicle Water Servicing. (46)
i. Variants of Fuel. (10)
j. Other related Products & Services {, PUC, Tire Air Pressure Check etc.} (78)
k. Others (Please Specify and Rate) Insurance (3)
Ambience (45)

Depending upon the first, second and third order of preferences the weightage is assigned to the above preferences. The option which gets 1st, 2nd, or 3rd preference is given one point.

1. Do you often Visit this Fuel Station. How many times per Month?
ANS) min- 5 to max- 10, some only once.
2. Why do / did you visit this petrol station?
1. Quality & Quantity of Fuel.(180) 2. Brand Name. (40)
3. Convenient Location. (73) 4. Driveway Attendants. (22)
5. Refuel was required on priority. (35) 6. Others_____________
3. Are you satisfied with the services that are rendered to you here?
a) YES (79) b) NO c) Partly satisfied
4. Do you believe in the Quality & Quantity of Fuel that is provided in here?
a) YES (164) b) NO (4) c) Can’t Say(32)
5. Do other services like Car wash, Convenience stores, Good Drive way Attendants, Other facilities attract you towards this station?
a) YES (178) b) NO (7) c) MAY BE (15)
6. Any suggestions to improve the facilities here?
Loyalty benefits should be provided, Customer benefit programs should be conducted, and Service should be faster.
1. What is the Station’s major Factor making customer drive in?
A) 1. Quality and Quantity, service (shell)
2. Quality and quantity, easy approach, visibility from distance, quick service, good ambience, response to customer immediately. (B P Tarnaka)
3. Quality and quantity, service, parking facilities, highway services, attached food court. (B P Medchal).
4. Quality and quantity, Parking. (H P Medchal).
5. Quality and Quantity, Location. (IBP Nizamabad)
2. What extra services do you provide for your customers?
A) 1. Convenience stores, free air check up, four wheeler windshield cleaning, two wheeler oil check and change free.(Shell)
2. Pure drinking water, wheel alignment, air check, cold drinking water, air cooled driveways (in summer), petro-card, credit card, fleet card, V-care.
3. ATM (B P Medchal).
4. Pure drinking water.
5. None. (IBP Nizamabad)
3. How much usual storage of extra fuel is always there at station?
A) 1 1/2 days (B P Tarnaka), Confidential (others).
4. What is Max Storage of Fuel at the station?
A) 3 days (B P Tarnaka), Confidential (others).

5. Does customer come here only for refueling or any other service?
A) Yes (all)
6. Do you maintain complaint book?
A) Yes (all)
7. Do you think additional services or Value added services attract customers?
A) Yes (all)
8. Do you think implementation of CRM will bring change in the Sales?
A) Yes (all), but companies should take initiative.
9. Any more measures taken to increase customer satisfaction at your fuel station?
A) Campaigns for safety, kids and etc… (Shell). None (others).
Analysis of customer loyalty towards Fuel stations:-

Depending upon the second question in the offsite survey the answer are quantified and represented in graphical format.
1. Customers are loyal to the retail outlet but when the case of the people who travel extensively is considered many of them are using less than five outlets, these people can be made loyal to the brand or company.
2. Outlets should be available at all major locations or periodically at some distance.
3. The above graph clearly shows that the customers are loyal in good number and can be made loyal and retained with good strategic efforts.

Analysis of the reason for choosing a fuel outlet:-

Depending upon the third question in offsite survey and second question in onsite survey the answers are quantified and represented in graphical format.
1. The major factor that influences customers drive into the fuel station is quality and quantity (Q&Q). Hence Q&Q should be maintained properly across the outlets compulsorily.
2. Second factor is convenient location to them i.e. nearby office or home etc… setting up an outlet at every location is costly but care can be taken so that outlets are in periodical interval.
3. Loyalty cards play vital role in driving in customers but awareness about loyalty cards and its use is less. So loyalty cards should be promoted and good loyalty benefits should be provided.
4. Behaviour and response of driveway attendants is important as customers directly interact with them. Polite and kind behaviour of driveway attends attract customers.
5. Non fuel services like water wash, PUC, ATM, convenience stores, insurance renewal, etc also play important role as customer can get many works done at same place. Possible services can be provided.
Analysis on services expected by customers in fuel stations:-

Depending upon the fourth question in offsite survey and fifth question in onsite survey the analysis is done.
1. This graph clearly says that customer expects many non fuel services from the fuel stations.
2. Tyre air check up is expected to in outlet by major number of customers.
3. Next priority is given to ATM, General cleanup, PUC to be in the outlet.
4. Then comes convenience stores, and insurance renewal in the priority these should be made available in selected outlets, convenience stores should be placed in highway outlets majorly.
5. Next priority is for vehicle lubricants, vehicle wash, food court where vehicle wash and lubricants should be made available in cities, on highways lubricants and food courts can be placed.
Analysis of the payment modes of customers:-

Depending upon the fifth question of offsite survey the answers are quantified and represented graphically.
1. Major payment mode is cash in the fuel stations.
2. Next place is of credit and debit cards, customers growing intrest in cashless tractions is resulting in this change. Companies tie-ups with banks also boosting this transactions (HP- ICICI Bank). This transactions will increase in future.
3. Payments with loyalty cards and petro-cards is less because awareness about them is less. Their service is available only in few outlets.
Analysis about the trust on the quality of the fuel:-
Depending upon the 4th and 6th question in onsite and offsite questionnaire the analysis is done
1. People trust on the Quality and Quantity of the fuel provided.
2. Hence we can say that it plays important role in retention of customers.
3. Companies and Outlet dealers should assure Quality and Quantity.
4. The primary need of a customer in fuel outlet is refueling so it should be provided with good quality.
5. Quantity is major issue in the fuel outlets the dispensers are tampered and altered, this should be strictly avoided and companies should take care and inspect.
6. Quality is other issue in outlets where petrol and diesel are contaminated by kerosene and some time thinning solvents, this should be avoided.
7. Customers are loyal to outlet or a brand for its Quality and Quantity.

Analysis about the priorities in selecting fuel stations:-

Depending upon the 10th question in the offsite question paper analysis is done
1. According to above chart it is seen that quality and quantity play important role.
2. Then location, PUC and air check, play important role.
3. ATM, Glass cleanup, ambience also play key drive in factors.
4. Now a day’s all the companies are providing Quality and Quantity assurance so now all the other factors in the list come into picture and will constitute to the drive in factors.

1. Shift from retail outlet branding to corporate branding.
Ever since the market was deregulated, the oil companies are busy in bringing the branding concept in petro-retailing which was a commodity market for years with no differentiation. However, consistent efforts make them taste success with the advent of branded fuels such as Speed, Xtrapremium etc. Also, at the same time Retail Outlet branding was initiated and PFS (Pure For Sure), Club HP and Q&Q outlets came into existence. But still the oil companies have not found the way how to make a customer say pointing towards a Retail Outlet that as this outlet belongs to a particular company, it will be the best in Q&Q and others concerns. In other words, corporate branding is what on the cards in the future of petro-retailing.
2. Offer of range of premium branded fuels.
Today, there are so many branded fuels of different oil companies in the market like Speed (BPCL), Turbojet (HPCL), Xtrapremium (IOCL) etc. But these fuels are more or less same with slight variations in the chemistry. Also, there is a lack of product assortment in this business of branded fuels. There is not much options to choose among. However, with high investment in R&D, things are not going to remain same and very soon we will see a full range of premium branded fuels like 93-octane petrol, 97-octane petrol, 125-octane petrol etc.
3. Emergence of non-fuel services as a major activity at retail outlets
The dismantling of APM has removed the privilege of assured returns from the PSUs and thus, it has increased pressure on their margins, as to compete with the private players, who are with deep pockets, it is imperative to make huge investment in the services being offered at the Retail Outlets. Since the base product is same, the differentiating factor would be the non-fuel services. Also, the changing face of the Indian consumer is one of the main reasons behind the non-fuel services in petro-retailing. Today, he is looking at a one stop solution to all his needs – buying groceries, withdrawing cash from his bank, making utility payments, renewing his insurance cover, grabbing a quick bite, obtaining Pollution Under Control Certification and of course filling fuel in his car. On the other hand the driver on the highways is seeking a clean and hygienic place to relax and freshen-up, service his vehicle and have a good meal at the restaurant in the pump.
4. Loyalty programs an integral part
The immense competition will make loyalty programs an integral program of the day to day functioning of petro-retailing. Of course, right now many such loyalty programs are being run by the petro-retailers like Smart Fleet (BPCL), Xtrapower (IOCL), Drivetrack (HPCL), Transconnect (Reliance), Petrocard (BPCL) and others. However, these programs are mainly focused at the bulk consumers and the small consumers are left unnoticed more or less. But in future, there won’t be such differentiation and loyalty programs will be there for every segment of consumers.
5. Attempt by all players to drive volumes to retail sites
In order to saturate the market before the private players can consolidate network, the PSUs are vigorously setting up new outlets. In the last three years, the PSUs have added more than 3000 outlets to their network. However, it will reduce the throughput per Retail Outlet in long run. Hence in order to maintain the throughput, all players will strive to drive volumes to their retail sites.

6. Leveraging automation and communication for enhanced offerings
In the wake of the increased customer’s expectation, in future, retailing of petroleum products is going to be very sophisticated and highly modernized. In the pipeline, there is a slew of automation infrastructure solutions ranging from integrated point of sale terminals, aggregated data management system, fuel delivery management and fleet management systems that help customer self-service, dynamic pricing, network planning, demand forecasting and so on.
7. Competition on price
Price was till recently not a differentiating factor in Indian market because prices were same for all the companies. However, with private players coming into the market, the picture has changed. Essar & Shell is a glaring example of this. In the future when the market determined pricing mechanism will come into full effect, we will see the focus of competition shifting from Q&Q to price.
8. Adoption of New Retail Skills
In the changed scenario, petro-retailers will have to take a look into the retail skills they have and accordingly have to make adjustments in that. Network optimization, Proposition/Brand Management, Dealer Management, Site Operations Management, Partner Management, Customer Relationship Management etc. are some of the skills that should be incorporated to succeed.
9. Alternate sources of Revenues
The growing competition will increase pressure on margins and therefore, the retailers will seek for alternate sources of revenue, taking examples of foreign experiences. To taste success in this, retailers need to develop a sustainable non-fuel model which should synergize with core fuel business and not detract. However, strategic foresight is one thing but what matters most is the superior execution of those strategies and this is the factor which shapes core competency for a company that is hard to replicate by the competitors.
1. www.shell.com
2. www.google.co.in
3. www.e-retail.com
4. www.managementparadise.com
5. www.wikipedia.com
6. www.businessline.com
7. www.ril.com
8. www.bharatpetroleum.com
9. Ministry of Petroleum & Energy.
10. University of Petroleum & Energy Studies, DELHI.
11. Managers at HP, SHELL, IBP, BP & IOC Fuel Stations.
12. Whole Hearted Response of Customers.