Académique Documents
Professionnel Documents
Culture Documents
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.
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.
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 Apollo 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 Apollo 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 Apollo 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 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 study centered to take strategic decisions in support of APOLLO 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.
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.
Last but not the least Brand Image of Apollo in market
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 research by the team
allowed it to understand the areas in which Apollo could make an impact.
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
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
L.N.Mishra College of Business Management, Muzaffarpur
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 Apollo 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 Apollo 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 Apollo 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
L.N.Mishra College of Business Management, Muzaffarpur
2007 Launch of DuraTyre, retreaded tyres from Apollo
2007 Launch of the Apollo Tennis Initiative and Mission 2018
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.
Apollo has three tyre manufacturing facilities and one unit for the production of tubes
and flaps in four locations based in West and South India. Apollo 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. Apollo dealer or business partners are also chosen with great care.
Apollo's products are sold through a combination of outlets ranging from exclusive
dealerships to multi-brand and branded retail outlets.
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
Sand/Stone chips
Marble/Granite
Ores/coal
Wood
Range...
Key Features :
Load capability
Cut Resistance
Low failures
Casing Value
Sand/Stone chips
Marble/Granite
Ores/coal
Wood
XT-7
Durable/Mileage
Cut resistance
Casing value
Cement
Frozen food
Agri products
Aluminium/ Copper
Auto spares
Potatoes
Textiles
Range...
XT-7 Haulug
Durable/Mileage
Cut resistance
Casing value
Cement
Frozen food
Agri products
Aluminium/ Copper
Auto spares
Potatoes
Textiles
XT-7 Gold
Durable/Mileage
Cut resistance
Casing value
Cement
Frozen food
Agri products
Aluminium/ Copper
Auto spares
Potatoes
Textiles
XT-9
High Mileage
Casing Value
Retreadibility
Price
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
XT-9 Gold
High Mileage
Casing Value
Retreadibility
Price
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
Champion
Optimum Mileage
Retreadability
Price
Cargo :
Vehicle carrier
Parcel Services
Petroleum products
LPG Cylinders
Live stock
Range...
Champion DXL
Optimum Mileage
Economic in Price
Cargo :
Bus Passengers
Champion Gold
Optimum Mileage
Retreadability
Price
Cargo :
Vehicle carrier
Parcel Services
Petroleum products
LPG Cylinders
Live stock
Amar
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
Amar Deluxe
Low failures
Durable/Mileage
Cut resistance
Casing value
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
Amar Gold
Low failures
Durable/Mileage
Cut resistance
Casing value
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
Amar AT Rib
Low failures
Durable/Mileage
Cut resistance
Casing value
Cargo
FMCG Goods
White goods
Paper goods
Sundry Cargo
Sea Food
Chemicals/Fertilizers
CEAT
MRF
BRIDGESTONE
DUNLOP
List of competitors
J.K.Tyre
OTHERS
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
Ltd.
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
U n it H e a d
P u n e P la n t
ZM ZCM STSM→RM/SM
RM RCI TE/PSE→DM
SM SCI
DM DCI
IT JCO
Chapter 3
L.N.Mishra College of Business Management, Muzaffarpur
A THEORETICAL ASPECT OF BRAND IMAGE WITH
RESPECT TO PRICE LEADERSHIP
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.
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
L.N.Mishra College of Business Management, Muzaffarpur
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.
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.
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,
L.N.Mishra College of Business Management, Muzaffarpur
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
L.N.Mishra College of Business Management, Muzaffarpur
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
"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.
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.
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%
18%
32% Price Sensitivity
Mileage
Service (after sale)
23%
Credit
27%
25%
Yes
No
75%
6. Your Purchase on :
Your Purchase on
25%
Cash
Credit
50% Both
25%
7. Does Company's Dealer help in choosing the Brand as per your requirement ?
No. of Respondents
Yes 50
No 100
Both 50
Company's Dealer help in choosing the Brand
25% 25%
Yes
No
Both
50%
8%
5%
25% 52%
10%
Chapter 6
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 more mileage of tyres because overloading has been
Company should provide credit facility because customer demands this type of
facility.
Dealers don't provide adequate information in the support of the Apollo brands.
promotions.
Company should give special attention after sales service of their customers.
REFERENCES
Questionnaire
(11) Does Company's Dealer help in choosing the Brand as per your requirement?
(a) Yes (b) No
(12) In case of not using Apollo Brand reason for it.
a)
b)
L.N.Mishra College of Business Management, Muzaffarpur
c)
d)