Escolar Documentos
Profissional Documentos
Cultura Documentos
with regards to my
Parents
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: Apollo 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.
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 Apollo Tyres Ltd. was to treat main, who are the main Factor of
Production among man, machine, materials, money manufacturing technology with
respect and dignity.
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.
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 Apollo Tyres.
It is concerned with Sales and Distribution of Apollo Tyres.
Research on Promotional Policies of Apollo Tyres
Research on pricing of Apollo Tyres.
Business Economics Research of Apollo Tyres
It is concerned with Buying behaviour of Apollo Tyres.
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.
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 APOLLO TYRES LTD.
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.
Apollo Tyres straddles the Indian tyre industry much like the Greek Sun God
Apollo'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, Apollo Tyres has stood the test of time on the four pillars of vision,
integrity, quality and sheer determination.
The history of Apollo 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. Apollo'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, Apollo
wiped out its net worth and became a BIFR company during the Emergency years.
However, Apollo Tyres was returned to its owners during the Janata Government.
Apollo 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
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 Apollo
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 Apollo'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, Apollo is the first tyre company to run customer
loyalty and awareness programmes to enable them to derive optimal benefits from
their Apollo farm tyres, and also the first to launch exclusive rural retail stores
'Apollo Tyre World' for truck tyres. Apollo 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.
First Indian tyre company to launch exclusive branded outlets -- Apollo Tyre
World -- for truck tyres
The Future
At Apollo 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, Apollo 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, Apollo 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, Apollo 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.
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.
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
Apollo Tyres the edge in today's ultra-competitive global market scenario.
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
Technical Details
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
Technical Details
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
Range..
.
Key Features :
Load capability
Cut Resistance
Low failures
Casing Value
Cargo :
Sand/Stone chips Marble/Granite
Ores/coal Steel & iron
Wood
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-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
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
Cargo :
Bus Passengers
Champion Gold
Key Features :
Optimum Mileage
Retreadability
Price
Cargo :
Live stock
RIB
Load & Mileage Technology
Durable/Mileage
Cut resistance
Casing value
Cargo
Amar Deluxe
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Amar Gold
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
Amar AT Rib
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
List of competitors
CEAT
MRF
BRIDGESTONE
DUNLOP
J.K.Tyre
OTHERS
GOODYEAR
BIRLA
C h ie f O p e ra tin g O ffic e r
C h ie f In d ia n O p e ra tio n s
C h ie f C h ie f C h ie f C h ie f C h ie f S tra te g y C h ie f C h ie f
F in a n c ia l R esearch & G ro u p A d v is o ry P ro je c ts & M a rk e tin g H R
O ffic e r T e c h n o lo g y S e rv ic e s B u s in e s s O p e ra tio n s
Tyres Ltd.
U n it H e a d
P u n e P la n t
ORGANIZATIONAL STRUCTURE OF APOLLO
Chapter 3
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".
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.
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
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,
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.
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).
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.
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 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.
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.
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.
**********
Apollo Tyres is the largest tyre manufacturing company in India. It provides good
tyres to their customers.
5%
10%
29%
13%
18%
25%
5%
10%
29%
13%
18%
25%
120
104
100
80
60 50
40
20
20 16
10
0
Apollo J.K. MRF Birla Ceat
18%
32% Price Sensitivity
Mileage
Service (after sale)
23%
Credit
27%
25%
Yes
No
75%
Your Purchase on
25%
Cash
Credit
50% Both
25%
Does Company's Dealer help in choosing the Brand as per your requirement ?
No. of Respondents
Yes 50
No 100
Both 50
Company's Dealer he lp in choosing the Brand
25% 25%
Yes
No
Both
50%
8%
5%
25% 52%
10%
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 Apollo, So company should pay attention in their mind on price.
Company should provide credit facility because customer demands this type
of facility.
schemes. Dealers don't provide adequate information in the support of the Apollo
sales promotions.
Company should give special attention after sales service of their customers.
REFERENCES
Questionnaire