A PROJECT REPORT

ON

APOLLO TYRES LTD.

Submitted To : Miss Inderpreet Kaur

Submitted by: Ramandeep Kaur B.B.A. 1st Roll No. 2621

C.M.K.NATIONAL GIRLS P.G. COLLEGE, SIRSA-125055

This is to be certified that Miss. Ramandeep Kaur is student of B.B.A. 1st under Roll no 2621 has completed the project report entitled under my supervision and guidance. The work done in this project is a result of candidates own efforts, hardworking and dedication. In my opinion the project is the standard work which is expected from the student at this level and I recommend that this project report should be sent for evaluation. I wish all the success and all the best for her future.

Miss. Inderpreet Kaur Lecturer C.M.K. NATIONAL GIRLS P.G. COLLEGE SIRSA

I take his opportunity to express my sincere thanks and deep gratitude to all those people who extended their wholehearted co-operation and had helped me in completing this project. With deep sense of gratitude I express my thanks to my project guide Miss Inderpreet Kaur for her able guidance and valuable suggestions that were very much required for completion of this project. I express my deepest gratitude to my parents who provided me the moral support and encouragement that has kept me up all the times in my life. Finally, I am thankful to all those who have directly or in directly help me in making this project successfully

SINCIERLY

Ramadeep Kaur
B.B.A. 1st ROLL NO 2621

Chapter 1
INTRODUCTION TO THE ORGANIZATION
a) History of the Organization b) Financial Status of the Organization c) Product Profile d) Competitors of the Organization

INTRODUCTION TO THE ORGANIZATION History of the Organization

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.

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.

"People deliver innovation Innovations deliver success A few of the differences our people made"
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 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 2007 Launch of DuraTyre, retreaded tyres from Apollo

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. The continuous upgradation of dealer knowledge is in Apollo'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 Apollo 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 Apollo Tyres the edge in today's ultra-competitive global market scenario.

Financial Status of the Organization

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

special casing design with dual beads for heavy-load applications Optimised shoulder mass ensures cooler running and improved performance
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

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
Technical Details

value

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 Ores/coal Wood Range.. . Marble/Granite Steel & iron

Loadstar Super Gold Key Features : Load capability Cut Resistance Low failures Casing Value Cargo : Sand/Stone chips Ores/coal Wood

Marble/Granite Steel & iron

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 Textiles

Potatoes
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 White goods Sundry Cargo Chemicals/Fertilizers

FMCG Goods Paper goods Sea Food

XT-9 Gold
Key Features : High Mileage Very Low failures Casing Value Retreadibility Price Cargo : Veg & fruits White goods Sundry Cargo Chemicals/Fertilizers

FMCG Goods Paper goods Sea Food

Regular Mileage Technology

Champion
Key Features : Optimum Mileage Retreadability Price Cargo : Vehicle carrier Petroleum products Live stock
]

Parcel Services LPG Cylinders

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 Petroleum products Live stock

Parcel Services LPG Cylinders

Competitors of the Organization

List of competitors
CEAT

MRF

BRIDGESTONE DUNLOP

J.K.Tyre OTHERS

GOODYEAR BIRLA

Chapter 2

ORGANIZATIONAL STRUCTURE OF APOLLO Tyres Ltd.

C h ie f E x e c u tiv e O ffic e r

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 F in a n c ia l O ffic e r H ead P u rch ase U n it H e a d L im d a P la n t U n it H e a d K e ra la F a c to rie s U n it H e a d P u n e P la n t

C h ie f R esearch & T e c h n o lo g y

C h ie f G ro u p A d v is o ry S e rv ic e s

C h ie f P ro je c ts

C h ie f S tra te g y & B u s in e s s O p e ra tio n s

C h ie f M a rk e tin g

C h ie f H R

(Head, Zonal Heads and Divisional Heads)

NATIONAL SALES ORGANIZATION CHART

D iv . H e a d Q u a lity C h ie f C o rp o ra te A ffa irs H ead IT

ORGANIZATIONAL STRUCTURE OF APOLLO Tyres Ltd.

H ead In te rn a l A u d it

M anager C o rp o ra te R e la tio n s

NSH

NCH

NTH

DIV.M

DCM

RTSM

ZM

ZCM

STSMRM/SM

RM

RCI

TE/PSEDM

SM

SCI

DM

DCI

IT

JCO

Chapter 3

A THEORETICAL ASPECT OF BRAND IMAGE WITH RESPECT TO PRICE LEADERSHIP

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 companys market value might be intangible (for example know-how, existing client relationships), and Interbrand, a brand consultancy, states that tangible assets may account for less than five percent of a companys market value. Brand value, especially in the case of consumer product brands, may arise out of customer loyalty. Brand value may also arise in terms of staff retention benefits (e.g. the ability of the company to attract and retain skilled and/or talented employees offering competitive salaries). Campaigning groups may deliberately target a companys brand value to force a company into adopting a certain position or practices. Some campaign groups have thought to do this by deliberately subverting a brands image, logo or 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 nobrand 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 endproduct, 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)..

Chapter 4

DATA ANALYSIS AND INTERPRETATION

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 "Apollo 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. Apollo 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 "Apollo 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 Apollo Tyres.

QUESTIONNAIR BASED FEEDBACK

1. Which Brand of Tyres you use in Lug Pattern ? Company Name Apollo MRF J.K. Ceat Birla Others No. of Respondents 60 50 35 25 20 10

Brand of Tyres you use in Lug Pattern

10% 13%

5% 29%

18%

25%

Apollo

MRF

J.K.

Ceat

Birla

Others

2. Which Brand you use in RIB Pattern ? Company Name Apollo MRF J.K. Ceat Birla Others No. of Respondents 60 50 35 25 20 10

Brand of Tyres you use in Rib Pattern

10% 13%

5% 29%

18%

25%

Apollo

MRF

J.K.

Ceat

Birla

Others

3. In case of Apollo, rank the following ? Company Name Quality Mileage Retred ability Claim Settlement Price Ranking 1 2 3 4 5 Percentage 52% 25% 10% 8% 5%

4. In case of other Brand what is the reason for choosing other brand ? Reason Price Sensitivity Mileage Service (after sale) Credit No. of Respondents 65 55 45 35

In case of other Brand what is the reason for choosing other brand

18% 32% Price Sensitivity Mileage 23% 27% Service (after sale) Credit

5. Have you heard 2 days "Claim Samadhan" by Apollo ?

No. of Respondents yes No
heard 2 days "Claim Samadhan" by Apollo

150 50

25% Yes No 75%

6. Your Purchase on : Cash Credit Both No. of Respondents 50 50 100

Your Purchase on

25% Cash Credit 50% 25% Both

7. Does Company's Dealer help in choosing the Brand as per your requirement ? Yes No Both No. of Respondents 50 100 50
Company's Dealer help in choosing the Brand

25%

25% Yes No Both 50%

8. Following table shows Market share of different company in Sirsa.

Company Name Apollo MRF J.K. Ceat Birla Total Sales Tyres 104 50 20 16 10 200 % 52% 25% 10% 8% 5% 100%

Market share of different company in Muzaffarpur

5%

8%

25%

52%

10%

Apollo

J.K.

MRF

Birla

Ceat

MARKET SHARE OF AS PER FITTMENT SURVEY

Company Name Fitted Tyres % Share

Apollo MRF J.K. Ceat Birla Other Total

200 98 35 19 18 30 400

50% 24.50% 8.75% 5% 4.50% 7.50% 100%

MARKET SHARE AS PER FITTMENT SURVEYINLOCAL MARKET FOR LUG

Company Name Apollo MRF J.K. Ceat Birla Other Total

LUG 100 50 20 10 10 10 200

% Share in lug tyres 50% 25% 10% 5% 5% 5% 100%

MARKET SHARE AS PER FITTMENT SURVEYINLOCAL MARKET FOR RIB TYRE

Company Name Apollo MRF J.K. Ceat Birla Other Total

RIB 100 48 15 9 8 20 200

% Share in lug tyres 50% 24% 7.5% 4.5% 4% 10% 100%

Chapter 5

Conclusion & Suggestions

Conclusion & Suggestions Conclusion

After conducting six weeks survey at Sirsa I have reached these conclusion.

Apollo tyre is the market leader in the LCV&SCV segment followed by MRF, Apollo Tyres brand XT-7 and Amar are market leader at Sirsa Urban and Rural XT-7 is Lug tyres and Amar RIB tyres, Most of the customers are satisfied with

J.K., Birls, Ceat.

Area.

the performance of both tyres.

Appox 70% customers have positive and 30% customers have negative attitude in Customer's awareness level is better at Sirsa area. Apollo tyres is the first tyre company which has launched new scheme to solve Most of the customers are unsatisfied with this scheme. Because dealers do not

support of preference of Apollo tyre at Sirsa.

the claim within 2 days.

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 Apollo, 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 Apollo consumers are lack of adequate promotional schemes.

Dealers don't provide adequate information in the support of the Apollo 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.