Dedicated with regards to my Parents
Dedicated
with regards to my
Parents
ACKNOWLEDGEMENT
The project of such magnitude cannot be accomplished without the assistance
and co-operation of several people. Exchange of ideas generates a new object to
work in a better way. So, whenever a person is helped and co-operation by
others, his heart is bound to pay gratitude and is not merely formalities but an
expression of deep sense of gratitude and cumulative appreciation.
Now first and foremost, I feel highly obliged to Mr. R. K. Sharma, District
Manager: BIRLA Tyres Ltd. Muzaffarpur who got me placed for project
training, which had sent materials, according to my topic for execution in order
to perform the work for preparing this dissertation.
I would like to mention something special about my supervisor Mr. Vipin
Kumar, (Asst. Professor) L.N.Mishra College of Business Management,
Muzaffarpur, and making acknowledgement that without his kind co-operation,
attention, wise guidance and a regular feedback from me, my mission would not
have been fulfilled its milestone. I have not the desired word power to express
my heartiest gratitude regards reverence and indebtness to him.
I also acknowledge with a deep sense of reverence, my gratitude towards of my
parents and member of my family, who has always supported me morally as
well as economically.
[Md. Nishat Alam]
PREFACE
As it is said ............"The theory without practice is lame and practice without
theory is blind." obviously the theory and practice are two facts of same coin, or
in other way theory and practices complementary and supplementary to each
other. And of course these two embody the real knowledge based on the
principle of coming by doing or in pursuit of knowledge these two have become
part and parcel. Here, the practical during summer vacation is of prime to the
Faculty of Management for the purpose of evolution of final (4rth Semester)
examination assist the paper in order to complete in M.B.A. course of the
academic curriculum.
This dissertation imparts a deductive and prescriptive discussion on the duly on
Sales Promotion (with reference to BIRLA Tyres Ltd. Marketing division,
Muzaffarpur) in comprehensible and concise way............ on the basis of the
training, which was done by me in marketing division of BIRLA Tyres Ltd.,
Muzaffarpur. The report has been written for main of marketing as well as the
consumer, Marketing is the lifeblood of any organization to run fast. So
marketing starts right from the time of production. Marketing is nothing but first
to assess the market and then to access the market. The present study is entitled
to the study on Sales Promotion of BIRLA Tyres have been determined.
The whole study has been done to a particular area i.e. Muzaffarpur. Simplicity
is the main feature of this report from beginning to end so that even a non-
marketing man can take advantage of it.
My observation in BIRLA Tyres Ltd. was to treat main, who are the main
Factor of Production among man, machine, materials, money manufacturing
technology with respect and dignity.
It has been endeavor of BIRLA to strive for open channel communication to
keep the bellow member a breast with organization values cultural system,
philosophy and procedures.
Reviews are being done time to time to make the organization good at all fronts
and where building an established carrier is felt with pretty pride.
[Md. Nishat Alam]
CONTENTS
Guide Certificate
Acknowledgement
Preface
TOPIC Page No.
Chapter 01. Introduction to the study
a) Objectives of the Study
b) Scope of the Study
c) Methodology of the Study
d) Limitation of the Study
Chapter 02. Introduction to the Organization
a) History of the Organization
b) Financial Status of the Organization
c) Product Profile
e) Competitors of the Organization
Chapter 03. Organizational Structure of BIRLA Tyres Ltd. at
Muzaffarpur.
Chapter 04. A Theoretical Aspect of Brand Image with respect to
Price Leadership.
Chapter 05. Data Analysis and Interpretation
Chapter 06. Conclusions & Suggestions
Questionnaire
Bibliography
Introduction to the study
a) Objectives of the Study
b) Scope of the Study
c) Methodology of the Study
d) Limitation of the Study
Chapter 1
Introduction to the Study
As a part of academic curriculums in partial fulfillment of "Master of
Business Administration" the trainee has done this summer project in the
marketing division of BIRLA TYRES LTD. Muzaffarpur. The introduction
as well as completion of the study is STUDY OF BRAND IMAGE with
respect to Price Leadership for BIRLA L.C.V. & S.C.V Tyres, at
Muzaffarpur.
The study centered to take strategic decisions in support of BIRLA
TYRES in the field of marketing. The main scope of this study is to ascertain
various methods to increase the sales volume of the concern. The method
includes regular product information to the buyers, creating a brand position in
the market and taking measures to make the brand remain in its position. One of
the important aspects of this study is also to increase the market segment for the
products.
(a) Objective of the Study:-
Such a study is part of my curriculum to complete management Studies, I have
to complete this part also. So while taking part in the practical exposure by
joining BIRLA Tyres Limited for six weeks training. I am fulfilling the
objectives of my curriculum.
During this practical exposure of Six Weeks. I have collected some
important information for (about) BIRLA Tyers ltd. at Muzaffarpur. This is
important of management. This increase penetrability in the market. In any
marketing job this forms one of the important tools and therefore to know the
utility of such a tool is definitely one of the important aims of this study.
The main objective of study is to present conclusion and necessary
suggestions regarding consumer awareness relating to BIRLA Tyres.
The purpose of the study is to explore the market of BIRLA Tyres Ltd.
and betterment of its Sale.
The objective of study is to describe the unique characteristics of BIRLA
Tyres in Comparison to others.
To collect the information and their attitude from Tyres customers.
To know the awareness level of customers of BIRLA Tyres specially.
To collect their ideas about future purchasing of BIRLA Tyres.
The objective of the study is to develop sound inter personal relation to
get maximum output both customer and producer of BIRLA Tyres.
To know the latest grievance of Customers.
b) Scope of the Study
The scope of marketing research can be pointed out by a single word,
"Consumer Preference". It can be termed as the balance wheel as the marketing
system which harmonies the study and demand factors.
Marketing survey has wide scope and covers all aspects of marketing.
Broadly its scope can be classified in the following categories :-
It is concerned with product of BIRLA Tyres.
It is concerned with Sales and Distribution of BIRLA Tyres.
Research on Promotional Policies of BIRLA Tyres
Research on pricing of BIRLA Tyres.
Business Economics Research of BIRLA Tyres
It is concerned with Buying behaviour of BIRLA Tyres.
Last but not the least Brand Image of BIRLA in market
c) Methodology of the Study
During the entire study, methods were followed which were found to be most
important :-
i) Personal Discussion :-
A lot of information on the subject, which were well known to the
different departments and branches of the company, were prevalent.
Academic went to these depts. And branches together, these information
from their respective heads.
ii) Documentary Observations :-
Secondary sources like books, journals published and unpublished
materials from different departments of the company were consulted.
iii) Field Observation :-
During the training period I visited Muzaffarpur market being sent by
BIRLA Tyres Ltd. Muzaffarpur to observe how the marketing operations
were being performed there.
The marketing strategies and operations are closely observed for all these
information I visited retailers dealers and as well as consumers to assess the
present market situation of the product of BIRLA TYRES LTD.
(D) Limitation Of The Study
In Summer Project this study has some limitations when I joined the company
that time DM was too much busy with his own assignments as it was the period
where market was witnessing a lot dynamic changes like :- (i) Unusual price
increase like 8-10% in last 3 months.
(ii) All of a sudden underload restriction was imposed by the Govt. of Bihar
e.g. Golden Card (which was a govt. authorised taken for overload) was
withdrawn for transporters.
Under these circumstances or critical situations I face difficulties which may
affect my report directly or indirectly.
INTRODUCTION TO THE ORGANIZATION
a) History of the Organization
b) Financial Status of the Organization
c) Product Profile
d) Competitors of the Organization
Chapter 2
INTRODUCTION TO THE ORGANIZATION
a) History of the Organization
BIRLA Tyres straddles the Indian tyre industry much like the Greek Sun God
BIRLA's four horse-drawn chariot races across the vast expanse of the sky,
symbolising the creation of light, hence knowledge and truth. And like the
Greek charioteer, BIRLA Tyres has stood the test of time on the four pillars of
vision, integrity, quality and sheer determination.
The history of BIRLA Tyres dates back to 1974 when it was incorporated as a
company in Cochin, Kerala through the purchase of a licence from the Ruby
Rubber Works. Cochin by Mr. Mathew T. Marattukalam, Jacob Thomas and his
associates. In 1976, the company was taken over by Dr. Raunaq Singh. BIRLA's
first manufacturing facility (often referred to as the 'mother plant') is in
Perambra, Cochin where production commenced in 1977 with an installed
capacity of 420,000 each of tyres and tubes.
The first 20 years of the company's existence were not easy. Those were times
when licences and quotas ruled the world of manufacturing in a market
dominated by multinational companies with access to technology and
machinery and deep pockets.
Therefore, soon after its inception, due to the huge investments required,
BIRLA wiped out its net worth and became a BIFR company during the
Emergency years. However, BIRLA Tyres was returned to its owners during the
Janata Government.
BIRLA then used to make the entire gamut of tyres required for scooters,
bicycles, trucks and cars. However, the then core team, led by Onkar Singh
Kanwar, realized that to make an impact in the market and become financially
viable it had to become a dominant player in the commercial vehicles segment.
At the time, Modi Tyres had an overwhelming market share and reputation.
Extensive on-ground research by the team allowed it to understand the areas in
which BIRLA could make an impact.
The philosophy then was 'one product fits all', where regardless of the kind of
usage, the tyres truckers fitted on their vehicles were the same. Team BIRLA
decided to known as the 'overload' segment and produce tyres which could
withstand the extra load the vehicles were made to carry, while providing
drivers with the crucial safety net. It was a tyre called the Hercules which was
the first of its kind. Later, products like Amar, Loadstar and XT-7, XT-9 and
XT-9 Gold were introduced, products still enjoy consumer validation. In fact,
XT-9 is the only tyre in India to have sold more than one crore units, providing
the superiority of the product.
In later years, there have been many such first in BIRLA's cap. Apart from
enjoying the distinction of being the first tyre company to segment the market
on the basis of load and mileage requirements, it has been the first to introduce
packaging for car tyres and tubes and also the very first Indian company to
introduce farm radial tyres. n other innovative moves, BIRLA is the first tyre
company to run customer loyalty and awareness programmes to enable them to
derive optimal benefits from their BIRLA farm tyres, and also the first to launch
exclusive rural retail stores 'BIRLA Tyre World' for truck tyres. BIRLA tyres
Ltd. has another first to its credit being the first Tyre Manufacturing Company
Worldwide to be certified for B7799 given for information security of IT
systems. Another landmark has been the successful implementation of SAP
across the organisation for better results and productivity.
"People deliver innovation
Innovations deliver success
A few of the differences our people made"
First Indian tyre company to launch exclusive branded outlets -- BIRLA Tyre
World -- for truck tyres
First Indian tyre company to segment the market on the basis of load and
mileage requirements
First Indian tyre company to introduce packaging for car and two-wheeler
tyres and tubes
First Indian tyre company to run a customer loyalty programme
First Indian tyre company to introduce radial tyres for the farm category
First tyre company in India to obtain ISO Certification for all its operations
First Indian tyre company to produce H, V and W-speed rated tubeless tyres
First Indian tyre company to run HIV-AIDS awareness and prevention clinics
for the trucking community
First Indian tyre company to support the creation of an Emergency Medical
Service in an Indian city
First Indian tyre company to execute an overseas acquisition
First Indian tyre company to reach a revenue of over US$ 1 billion
1975 Inception
1975 Registered as a company
1977 First plant commissioned in Perambra (Cochin, Kerala)
1991 Second plant commissioned in Limda (Baroda, Gujarat )
1995 Acquired Premier Tyres in Kalamassery (Cochin, Kerala)
1996 Exclusive tubes plant commissioned in Ranjangaon (Pune, Maharashtra)
2000 Exclusive radial capacity established in Limda
2000 Established BIRLA Tyres Health Care Clinic for HIV-AIDS awareness
and prevention in Sanjay Gandhi Transport Nagar, Delhi
2003 Expansion of passenger car radial capacity to 6,600 tyres/day
2004 Production of India 's first H-speed rated tubeless passenger car radial
tyres
2004 Support in setting up India 's first Emergency Medical Service in Baroda ,
Gujarat
2005 BIRLA Tyres Health Care Clinics in Udaipur in Rajasthan and Kanpur in
Uttar Pradesh
2006 Expansion of passenger car radial capacity to 10,000 tyres/day
2006 Expansion of passenger car range to include 4x4 and all-terrain tyres
2006 Acquired Dunlop Tyres International in South Africa and Zimbabwe
2006 Opening of BIRLA Tyres Health Care Clinic in Ukkadam, Tamil Nadu
2006 Launch of DuraTread, treading material and solutions
2006 Launch of India's first range of ultra-high performance V and W-speed
rated tyres
2007 Launch of Regal truck and bus radial tyres
2007 Launch of DuraTyre, retreaded tyres from BIRLA
2007 Launch of the BIRLA Tennis Initiative and Mission 2018
The Future
At BIRLA Tyres, they believe in being in control of their destiny. They set
ambitious targets and believe in stretching themselves to outperform them.
Therefore, the leadership position in the Indian market notwithstanding, BIRLA
is now set to look overseas for new challenges. Nearly all initiatives being taken
at this point in time are geared to fuel this ambition.
At home and abroad, BIRLA is looking to not only consolidate its leadership
position in various segments through newer, high technology products but also
through consistent organic and inorganic growth opportunities, in tyres and
allied products. Becoming a leader in the passenger car tyre segment is a
priority as is the export of passenger car radials. If the company continues to
grow at the current pace, BIRLA expected to reach the US$1 billion mark in
less than five years. Continuous focus on cost control and operating efficiency
remains the hallmark of the company.
Adding to all this is the fact that radialisation in India is throwing up fresh
opportunities, as is the boom in road infrastructure and the completion of the
Golden Quadrilateral and the North-South-East-West corridor. Therefore the
future is optimistic with promises of a virtuous cycle of growth.
BIRLA has three tyre manufacturing facilities and one unit for the production of
tubes and flaps in four locations based in West and South India. BIRLA
endeavour has been to have the widest spread of sales and regional offices,
along with stock points at locations which allow for maximum customer reach
and efficient supply chain management. BIRLA dealer or business partners are
also chosen with great care. BIRLA's products are sold through a combination
of outlets ranging from exclusive dealerships to multi-brand and branded retail
outlets.
The continuous upgradation of dealer knowledge is in BIRLA's interest and
therefore their training is undertaken by the company. With a dedicated field
sales, technical and commercial force of 600, we feel that we are best positioned
to meet the customer specific needs.
Research and Development for BIRLA Tyres
The state-of-the-art Research & Development Centre had its birth at Perambra,
Cochin and later on, it has grown to a substantial height and stature at its present
location at Limda, Baroda. From the hour of inception, its goal has been to
foster development and promote the evolution of new technologies in the field
of Tyre Science & Technology. Recently company has tie ups with IIT's &
IIM's for Rubber Technologies.
All the activities of the centre are extensively supported by a series of highly
sophisticated equipment, which help the research scientists develop products as
per customers' specific requirements.
We have the facilities and expertise for:
Development of compounds for improved performance
Raw material development
Analytical research
Reverse engineering
Advanced design using CAD
FEA modeling of tyres
Simulation testing of the designed product
Product validity & reliability studies
The different activities of the centre are being executed by a pool of specialists
from the arena of Polymer Science, Rubber Technology, Inorganic & Organic
Chemistry, Textile Technology, Physics and Mathematics. Through a
synergistic blend of knowledge, experience and hard work, this
multidisciplinary team of scientists are devoted to lead the organisation towards
an outstanding level of success. Currently, the centre is aiming for further
growth and is exploring unchartered areas of research in the field of Tyre
Technology that will provide BIRLA Tyres the edge in today's ultra-competitive
global market scenario.
(b) Financial Status of the Organization
OPERATING FINANCIAL HIGHLIGHTS
(c) Product Profile
Delivers premium mileage with enhanced comfort Excellent traction in both wet and dry conditions Strong steel belts stabilise tread for high mileage
Technical Details
Ideal for moderate load applications Excellent traction for both on/off-road applications Strong steel belt with flexible sidewall for longer tyre life
Technical Details
Reinforced radial construction for long life Light truck construction for moderate loads Good traction on highway terrain
Technical Details
More tread rubber mass delivers high mileage Dual-bead construction for heavy load applications Very strong casing allows higher load-carrying and multiple retreads
Technical Details
Technical Details
Reinforced bead for better load-carrying capacity
Cap and base construction for higher mileage Cooler-running tyre for improved life and multiple retreads
Technical Details
special casing design with dual beads for heavy-load applications Optimised shoulder mass ensures cooler running and improved performance
High mileage in normal load applications Cooler-running tyre ensures long life and more retreads
Technical Details
Extra deep tread with cooler running for high mileage Superior cut-resistant tread compound ensures smooth wear and high casing value
Technical Details
Superior cut-resistant tread compound ensures longer life and maximum casing value Stronger casing for high loads and multiple retreads
Technical Details
Designed for highway applications with excellent traction in wet and dry conditions Provides good cornering and braking Design material provides longer life and wear-resistance
Technical Details
Excellent road grip and traction Designed for strength Reinforced casing and material ensures longer life and multiple retreadability
Technical Details
Unique design provides extra power and resistance to cuts and cracks Reinforced casing for high retredability and high mileage Provides excellent road grip and traction
Technical Details
Performs well on both-carrying capacity Higher load-carrying capacity Excellent casing for multiple retreads
Technical Details
Strong casing with stronger beads allows higher load-carrying capacity Cooler running ensures minimal failures Strong carcass for multiple retreads
Technical Details
LUG
Over Load Technology
Loadstar Super
Key Features :
Load capability
Cut Resistance
Low failures
Casing Value
Cargo :
Sand/Stone chips Marble/Granite
Ores/coal Steel & iron
Wood
Loadstar Super Gold
Key Features :
Load capability
Cut Resistance
Low failures
Casing Value
Cargo :
Sand/Stone chips Marble/Granite
Ores/coal Steel & iron
Wood
Load & Mileage Technology
XT-7
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
Textiles
Range...
XT-7 Haulug
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
Textiles
XT-7 Gold
Key Features :
Durable/Mileage
Load carrying capacity.
Less down time
Cut resistance
Casing value
Cargo :
Cement Frozen food
Agri products Aluminium/ Copper
Auto spares Potatoes
Textiles
Premium Mileage Technology
XT-9
Key Features :
High Mileage
Very Low failures
Casing Value
Retreadibility
Price
Cargo :
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
XT-9 Gold
Key Features :
High Mileage
Very Low failures
Casing Value
Retreadibility
Price
Cargo :
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
Regular Mileage Technology
Champion
Key Features :
Optimum Mileage
Retreadability
Price
Cargo :
Vehicle carrier Parcel Services
Petroleum products LPG Cylinders
Live stock
Range...
Champion DXL
Key Features :
Optimum Mileage
Economic in Price
Better Casing Value
Cargo :
Bus Passengers
Live & Stocks/Chicken
feeds/Chicken
Champion Gold
Key Features :
Optimum Mileage
Retreadability
Price
Cargo :
Vehicle carrier Parcel Services
Petroleum
productsLPG Cylinders
Live stock
RIB
Load & Mileage Technology
Amar
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
Amar Deluxe
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
Premium Mileage Technology
Amar Gold
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
Regular Mileage Technology
Amar AT Rib
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Veg & fruits FMCG Goods
White goods Paper goods
Sundry Cargo Sea Food
Chemicals/Fertilizers
(d) Competitors of the Organization
List of competitors
CEATMRF
DUNLOPBRIDGESTONE
J.K.Tyre
BIRLAGOODYEAR
OTHERS
ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.
ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.
(Head, Zonal Heads and Divisional Heads)
Chapter 2
NATIONAL SALES ORGANIZATION CHART
IT
NSH
DIV.M
SM
RM
DM
ZM
DCI
NCH
RCI
ZCM
SCI
DCM
JCO
NTH
TE/PSE→DM
STSM→RM/SM
RTSM
A THEORETICAL ASPECT OF BRAND IMAGE WITH
RESPECT TO PRICE LEADERSHIP
Chapter 3
A THEORETICAL ASPECT OF BRAND IMAGE WITH
RESPECT TO PRICE LEADERSHIP
A brand is a collection of images and ideas representing an economic producer;
more specifically, it refers to the descriptive verbal attributes and concrete
symbols such as a name, logo, slogan, and design scheme that convey the
essence of a company, product or service. Brand recognition and other reactions
are created by the accumulation of experiences with the specific product or
service, both directly relating to its use, and through the influence of
advertising, design, and media commentary. A brand is a symbolic embodiment
of all the information connected to a company, product or service. A brand
serves to create associations and expectations among products made by a
producer. A brand often includes an explicit logo, fonts, color schemes, symbols
and sound which may be developed to represent implicit values, ideas, and even
personality. The key objective is to create a relationship of trust.
The brand, and "branding" and brand equity have become increasingly
important components of culture and the economy, now being described as
"cultural accessories and personal philosophies".
In non-commercial contexts, the marketing of entities which supply ideas or
promises rather than product and services (e.g. political parties or religious
organizations) may also be known as "branding".
Concepts
Some marketers distinguish the psychological aspect of a brand from the
experiential aspect. The experiential aspect consists of the sum of all points of
contact with the brand and is known as the brand experience. The
psychological aspect, sometimes referred to as the brand image, is a symbolic
construct created within the minds of people and consists of all the information
and expectations associated with a product or service.
Marketers engaged in branding seek to develop or align the expectations behind
the brand experience (see also brand promise), creating the impression that a
brand associated with a product or service has certain qualities or characteristics
that make it special or unique. A brand is therefore one of the most valuable
elements in an advertising theme, as it demonstrates what the brand owner is
able to offer in the marketplace. The art of creating and maintaining a brand is
called brand management. This approach works not only for consumer goods
B2C (Business-to-Consumer), but also for B2B (Business-to-Business), see
Philip Kotler & Waldemar Pfoertsch.
A brand which is widely known in the marketplace acquires brand recognition.
When brand recognition builds up to a point where a brand enjoys a critical
mass of positive sentiment in the marketplace, it is said to have achieved brand
franchise. One goal in brand recognition is the identification of a brand without
the name of the company present. For example, Disney has been successful at
branding with their particular script font (originally created for Walt Disney's
"signature" logo), which it used in the logo.
Consumers may look on branding as an important value added aspect of
products or services, as it often serves to denote a certain attractive quality or
characteristic (see also brand promise). From the perspective of brand owners,
branded products or services also command higher prices. Where two products
resemble each other, but one of the products has no associated branding (such as
a generic, store-branded product), people may often select the more expensive
branded product on the basis of the quality of the brand or the reputation of the
brand owner.
Brand name
The brand name is often used interchangeably with "brand", although it is more
correctly used to specifically denote written or spoken linguistic elements of a
brand. In this context a "brand name" constitutes a type of trademark, if the
brand name exclusively identifies the brand owner as the commercial source of
products or services. A brand owner may seek to protect proprietary rights in
relation to a brand name through trademark registration. Advertising
spokespersons have also become part of some brands, for example: Mr.
Whipple of Charmin toilet tissue and Tony the Tiger of Kellogg's.
The act of associating a product or service with a brand has become part of pop
culture. Most products have some kind of brand identity, from common table
salt to designer clothes.
Brand identity
How the brand owner wants the consumer to perceive the brand - and by
extension the branded company, organisation, product or service. The brand
owner will seek to bridge the gap between the brand image and the brand
identity.[2] Brand identity is fundamental to consumer recognition and
symbolizes the brand's differentiation from competitors.
Brand identity may be defined as simply the outward expression of the brand,
such as name and visual appearance.[3] Some practitioners however define brand
identity as not only outward expression (or physical facet), but also in terms of
the values a brand carries in the eye of the consumer. In 1992 Jean-Noel
Kapferer developed the Brand Identity Prism, which charts the brand identity
along a constructed source and constructed receiver axis, with externalization
on the one side and internalization on the other. On the externalization side
brand identity consists of "physical facet", "relationship" and "reflected
consumer". On the internalization side brand identity consists of "personality",
"culture (values)" and "consumer mentalisation". In this respect Kapferer
positions brand personality as one factor within brand identity.
Brand personality
Brand personality is the attribution of human personality traits to a brand as a
way to achieve differentiation. Such brand personality traits may include
seriousness, warmth, or imagination. Brand personality is usually built through
long-term marketing, as well as packaging and graphics.
Brand promise
Brand promise is a statement from the brand owner to customers, which
identifies what consumers should expect from all interactions with the brand.
Interactions may include employees, representatives, actual service or product
quality or performance, communication etc. The brand promise is often strongly
associated with the brand owner's name and/or logo.
Brand value
Brand equity or brand value measures the total value of the brand to the brand
owner, and reflects the extent of brand franchise.
A brand can be an intangible asset, used by analysts to rationalize the difference
between a company's "book value" and market value. For example, the market
value of a company can far exceed its tangible assets (physical assets owned by
the company, such as stock or machinery), and its brand value can account for
some of the difference. Up to 85 percent of a company’s market value might be
intangible (for example know-how, existing client relationships), and
Interbrand, a brand consultancy, states that tangible assets may account for less
than five percent of a company’s market value.
Brand value, especially in the case of consumer product brands, may arise out
of customer loyalty. Brand value may also arise in terms of staff retention
benefits (e.g. the ability of the company to attract and retain skilled and/or
talented employees offering competitive salaries).
Campaigning groups may deliberately target a company’s brand value to force a
company into adopting a certain position or practices. Some campaign groups
have thought to do this by deliberately subverting a brand’s image, logo or
message, creating a negative association among consumers. This attack may be
visual, as pioneered by groups such as Adbusters, or focusing on the message.
Brand monopoly
In economic terms the "brand" is, in effect, a device to create a "monopoly" —
or at least some form of "imperfect competition" — so that the brand owner can
obtain some of the benefits which accrue to a monopoly or unique point of sale,
particularly those related to decreased price competition. In this context, most
"branding" is established by promotional means. However, there is also a legal
dimension, for it is essential that the brand names and trademarks are protected
by all means available.
In all these contexts, retailers' "own label" brands can be just as powerful. The
"brand", whatever its derivation, is a very important investment for any
organization
Branding policies
There are a number of possible policies:
Company name
Often, especially in the industrial sector, it is just the company's name which is
promoted (leading to one of the most powerful statements of "branding"; the
saying, before the company's downgrading,).
In this case a very strong brand name (or company name) is made the vehicle
for a range of products or even a range of subsidiary brands.
Individual branding
Individual branding, also called multibranding, is the marketing strategy of
giving each product in a product portfolio its own unique brand name. This is
contrasted with family branding in which the products in a product line are
given the same brand name. The advantage of individual branding is that each
product has a self image and identity that's unique. This facilitates the
positioning process. That means that there are less Halo-effects and one can
position all products differently without making trade-offs.
Attitude branding
Attitude branding is the choice to represent a larger feeling, which is not
necessarily connected with the product or consumption of the product at all.
Marketing labeled as attitude branding include that of Nike, Starbucks, The
Body Shop, Safeway, and Apple Computer. In the 2000 book, No Logo, attitude
branding is described by Naomi Klein as a "fetish strategy".
"No-brand" branding
Recently a number of companies have successfully pursued "No-Brand"
strategies, examples include the Japanese company Muji, which means "No
label, quality goods" in English. Although there is a distinct Muji brand, Muji
products are not branded. This no-brand strategy means that little is spent on
advertisement or classical marketing and Muji's success is attributed to the
word-of-mouth, a simple shopping experience and the anti-brand movement.
Other brands which are thought to follow a no-brand strategy like Muji, does
not brand its products.
Derived brands
In this case the supplier of a key component, used by a number of suppliers of
the end-product, may wish to guarantee its own position by promoting that
component as a brand in its own right.
Brand development
In terms of existing products, brands may be developed in a number of ways:
Brand extension
The existing strong brand name can be used as a vehicle for new or modified
products; for example, many fashion and designer companies extended brands
into fragrances, shoes and accessories, home textile, home decor, luggage,
(sun-) glasses, furniture, hotels, etc.
Multi-brands
Alternatively, in a market that is fragmented amongst a number of brands a
supplier can choose deliberately to launch totally new brands in apparent
competition with its own existing strong brand (and often with identical product
characteristics); simply to soak up some of the share of the market which will in
any case go to minor brands. The rationale is that having 3 out of 12 brands in
such a market will give a greater overall share than having 1 out of 10 (even if
much of the share of these new brands is taken from the existing one). In its
most extreme manifestation, a supplier pioneering a new market which it
believes will be particularly attractive may choose immediately to launch a
second brand in competition with its first, in order to pre-empt others entering
the market.
Individual brand names naturally allow greater flexibility by permitting a
variety of different products, of differing quality, to be sold without confusing
the consumer's perception of what business the company is in or diluting higher
quality products.
Once again, Procter & Gamble is a leading exponent of this philosophy, running
as many as ten detergent brands in the US market. This also increases the total
number of "facings" it receives on supermarket shelves. Sara Lee, on the other
hand, uses it to keep the very different parts of the business separate — from
Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose.
Small business brands
Branding a small or medium sized business (SME) follows essentially the same
principle a branding larger corporation. The main differences being that small
businesses usually have a smaller market and have less reach than larger brands.
Some people argue that it is not possible to brand a small business, however
there are many examples of small businesses that became very successful due to
branding.
Own brands and generics
With the emergence of strong retailers the "own brand", a retailer's own branded
product (or service), also emerged as a major factor in the marketplace. Where
the retailer has a particularly strong this "own brand" may be able to compete
against even the strongest brand leaders, and may outperform those products
that are not otherwise strongly branded.
Concerns were raised that such "own brands" might displace all other brands,
but the evidence is that — at least in supermarkets and department stores —
consumers generally expect to see on display something over 50 per cent (and
preferably over 60 per cent) of brands other than those of the retailer.
The strength of the retailers has, perhaps, been seen more in the pressure they
have been able to exert on the owners of even the strongest brands (and in
particular on the owners of the weaker third and fourth brands). Relationship
marketing has been applied most often to meet the wishes of such large
customers (and indeed has been demanded by them as recognition of their
buying power). Some of the more active marketers have now also switched to
'category marketing' - in which they take into account all the needs of a retailer
in a product category rather than more narrowly focusing on their own brand.
At the same time, probably as an outgrowth of consumerism, "generic" (that is,
effectively unbranded goods) have also emerged. These made a positive virtue
of saving the cost of almost all marketing activities; emphasizing the lack of
advertising and, especially, the plain packaging (which was, however, often
simply a vehicle for a different kind of image)..
**********
DATA ANALYSIS AND INTERPRETATION
Chapter 4
DATA ANALYSIS AND INTERPRETATION
Due to rapid changes in Technology, Competitor and Consumer preferences a
company can not to stick solely with its existing products and services.
Customers want the new and improved product that comes about competitor. A
company may obtain new product development in company's own research and
development. To serve this purpose "BIRLA Tyres" has Research and
development department which develops new products as per the demand of the
market. To improvise this products or services they collects information from
the research person about their competitors products.
BIRLA Tyres is the largest tyre manufacturing company in India. It provides
good tyres to their customers.
My extensive survey is based on questionnaire having closed ended questions
given by the organization "BIRLA Tyres". During conducting survey views of
the customers who have heavy motor vehicle presently. The sample size was 65
from the Vehicle owner, and large number of fitment survey. Main view was
given to know the satisfaction/dissatisfaction of the customer who are presently
using Tyres from their existing company as well as what is their main
expectation from BIRLA Tyres.
QUESTIONNAIR BASED FEEDBACK
1. Which Brand of Tyres you use in Lug Pattern ?
Company Name No. of Respondents
BIRLA 60
MRF 50
J.K. 35
Ceat 25
Birla 20
Others 10
2. Which Brand you use in RIB Pattern ?
Company Name No. of Respondents
BIRLA 60
MRF 50
J.K. 35
Ceat 25
Birla 20
Others 10
3. In case of BIRLA, rank the following ?
Company Name Ranking Percentage
Quality 1 52%
Mileage 2 25%
Retred ability 3 10%
Claim Settlement 4 8%
Price 5 5%
4. In case of other Brand what is the reason for choosing
other brand ?
Reason No. of Respondents
Price Sensitivity 65
Mileage 55
Service (after sale) 45
Credit 35
5. Have you heard 2 days "Claim Samadhan" by BIRLA ?
No. of Respondents
yes 150
No 50
6. Your Purchase on :
No. of Respondents
Cash 50
Credit 50
Both 100
7. Does Company's Dealer help in choosing the Brand as
per your requirement ?
No. of Respondents
Yes 50
No 100
Both 50
8. Following table shows Market share of different company in
Muzaffarpur.
Company Name Sales Tyres %
BIRLA 104 52%
MRF 50 25%
J.K. 20 10%
Ceat 16 8%
Birla 10 5%
Total 200 100%
MARKET SHARE OF AS PER FITTMENT SURVEY
Company Name Fitted Tyres % Share
BIRLA 200 50%
MRF 98 24.50%
J.K. 35 8.75%
Ceat 19 5%
Birla 18 4.50%
Other 30 7.50%
Total 400 100%
MARKET SHARE AS PER FITTMENT SURVEYINLOCAL
MARKET FOR LUG
Company Name LUG % Share in lug tyres
BIRLA 100 50%
MRF 50 25%
J.K. 20 10%
Ceat 10 5%
Birla 10 5%
Other 10 5%
Total 200 100%
MARKET SHARE AS PER FITTMENT SURVEYINLOCAL
MARKET FOR RIB TYRE
Company Name RIB % Share in lug tyres
BIRLA 100 50%
MRF 48 24%
J.K. 15 7.5%
Ceat 9 4.5%
Birla 8 4%
Other 20 10%
Total 200 100%
Conclusion & Suggestions
References
Appendices
Chapter 6
Conclusion & Suggestions
Conclusion
After conducting six weeks survey at Muzaffarpur I have reached these
conclusion.
BIRLA tyre is the market leader in the LCV&SCV segment followed by
MRF, J.K., Birls, Ceat.
BIRLA Tyres brand XT-7 and Amar are market leader at Muzaffarpur
Urban and Rural Area.
XT-7 is Lug tyres and Amar RIB tyres, Most of the customers are
satisfied with the performance of both tyres.
Appox 70% customers have positive and 30% customers have negative
attitude in support of preference of BIRLA tyre at Muzaffarpur.
Customer's awareness level is better at Muzaffarpur area.
BIRLA tyres is the first tyre company which has launched new scheme to
solve the claim within 2 days.
Most of the customers are unsatisfied with this scheme. Because dealers
do not provide them this type of facility at their disposal.
Suggestions :-
The suggestions from the consumers to the tyre company are following.
Some consumer are unsatisfied with the price because competitors
product price are less than BIRLA, So company should pay attention in
their mind on price.
Company should provide more mileage of tyres because overloading has
been imposed by the government.
Company should provide credit facility because customer demands this
type of facility.
The problem of BIRLA consumers are lack of adequate promotional
schemes. Dealers don't provide adequate information in the support of the
BIRLA brands. They see their margin of profit alone.
Some schemes should be provided by company. It is good technique for
sales promotions.
Company should give special attention after sales service of their
customers.
REFERENCES
Marketing Management - Kotler Philip
Statistical Investigation - Gupta B.N.
Monitoring the competition - Leonard. M. Fuld
Consumer behavior and action - Assel Henry
Magazines and Reports
Business World
Business India
Advertising Marketing
www.BIRLAtyres.com
Questionnaire
(1) Name of respondent: ......................................................................
(2) Address : ..............................................................................................
..............................................................................................................
(3) Contact No. : .......................................................................................
(4) How many vehicle you have (LCV/SCV) ?
(a) 1 (b) 2 (c) 3
(d) 4 (e) above 4
(5) Which Brand of tyres you use in Lug Pattern ?
(a) BIRLA (b) MRF (c) J.K.
(d) Ceat (e) Birla (f) Others
(6) Which Brand you use in Rib Pattern ?
(a) BIRLA (b) MRF (c) J.K.
(d) Ceat (e) Birla
(7) In case of BIRLA, rank the following according to priority :-
a) Mileage ............................
b) Price ............................
c) Quality ............................
d) Retread ability .........................
e) Claim Settlement .....................
(8) In case other brand what is the co region for choosing other brand
a) ................................... b) ......................................
c) ....................................... d) .......................................
(9) Have you heard 2 days "Claim Settlement" by BIRLA.
(a) Yes (b) No
(10) Your Purchase on :
a) Cash b) Credit c) Both
(11) Does Company's Dealer help in choosing the Brand as per your
requirement?
(a) Yes (b) No
(12) In case of not using BIRLA Brand reason for it.
a)
b)
c)
d)