2. Non Fuel Revenue- Introduction; Need; Benefits

3. Importance of Non Fuel Revenue

4. List of Non Fuel Revenue Services

5. Current Non Fuel Revenue Services By Indian Oil at Ranchi

6. Future Non Fuel Revenue Services By Indian Oil at Ranchi

7. Competitors Analysis

8. Customer Outlook- Analysis and Assessment

10. The downstream sector is regulated mainly by the Indian Petroleum Act and a number of control orders passed by the government under the Essential Commodities Act. The OCC, under the administrative control of the MoPNG, currently performs the function of planner, coordinator, adviser, and regulator in the downstream petroleum sector. During and after the dismantling of the APM, there will be a need for a statutory regulator to undertake these functions for both the public and private sector oil companies till the market becomes fully competitive. The government has assigned to TERI the task of drafting a legal framework for the regulation of the downstream petroleum sector after decontrol by the government. A draft prepared by TERI is now under consideration at the MoPNG.

11. The transition to a fully deregulated and competitive oil industry cannot be made in a day. Though a short transition period would help in mobilizing investments quickly, the sharp rise in prices will reduce the political acceptability of the reforms. The R Group recommended a transition period. Of six years. The government, however, opted for a four-year transition period (1998–2002).

12. Another issue is the sequencing of reforms. The Government of India has thrown open refining while keeping substantial control over marketing. Only those who have invested 20 billion rupees in refineries or are producing at least 3 MT of crude oil annually are eligible to have marketing outlets for controlled products (motor spirit and high speed diesel). A greater deregulation in the marketing sector is essential for a fully competitive market to operate. Besides, a simultaneous opening up of the two sectors could stimulate investment in refineries.

13. While designing a regulatory system consistent with decontrol, the country’s level of poverty, its large geographical expanse, and ecological diversity have to be considered. A reform that is seen to be pro-rich or anti-poor will not be acceptable. The economically deprived sections and people living in far-flung regions may continue to need subsidies on essential products like kerosene and diesel. If cross-subsidies are to be removed, alternatives must be found.

14. The Government, with its aim of insulating the Indian consumer from volatility of crude oil prices in the international markets, has been subsidizing end-user prices, as mentioned before. Very often, this has translated into a large subsidy being given to the domestic consumer, with the burden of this subsidy being shared between the oil marketing firms, the Government (which has been issuing oil bonds to the PSU marketers to compensate them for their under-recoveries) and the upstream PSU firms of ONGC and OIL. For example, in May 2008, the oil marketing companies were forced to take daily losses of around USD 120 million on the retail sales of diesel, petrol, LPG and kerosene.

15. Due to indirect control of the Government over end-user fuel prices, the fuel retail market in India continues to be dominated by PSU firms with Indian Oil boasting of an approximately 50 percent market share, while the other public sector fuel marketers HPCL and BPCL have an approximately 25 percent market share each (refer to the chart). Although the private sector firms of RIL, Essar and Shell have entered the market, they could not sustain their operations. In fact, RIL's nearly 1,450 fuel pumps have been lying idle for many months.

16. A removal of controls in today’s regulatory environment would imply free sourcing of crude oil, independent determination of the crude slate and product pattern, removal of marketing and distribution controls, dismantling of sales plan entitlements, decontrolling of refining and marketing margins, and resellers’ commissions. In such a scenario, the downstream hydrocarbon sector would be largely shaped by market forces. The role of a regulatory body would be quite limited and restricted to enabling provisions allowing the regulator to-

17. Monitor the movement of prices and prevent the formation of cartels.

18. Facilitate the supply of petroleum products to all areas of the country, including remote and disadvantaged areas.

19. Ensure compliance with strategic obligations and safety, health, and environmental concerns.

20. Provide a quasi-judicial dispute settlement mechanism.

21. Facilitate the operationalization of government policy, as required.

22. Intervene in times of national and international emergencies.

25. During past 6 decades size of industry has grown from 1950-51 ,at 3.5 million tons to 2008-09 to 134 million tonnes ,an increase of 40 times on account of enormous growth in transport, industrial power & agriculture sectors.

26. 1992-93, Government initiated imp phase of deregulation & de liberalization, with removal of controls on lubricants & import of bulk Gases.

27. 2001-02, process of liberalization to be completed by allowing foreign & Indian co’s to invest in India in upstream & downstream sectors; they were allowed to enter the Marketing operations, provided they have an investment of minimum Rs 2000 crores in infrastructure.

28. 1.4. 2002 APM (Administrative Price Mechanism) was notionally dismantled to allow free hand to oil co’s to import & market petroleum products in the country.

30. 4th Largest economy after USA, China & Japan.

31. 2nd Fastest growing economy in the world.

32. Would be 3rd largest economy in next 15 years.

33. 5th among the 30 emerging markets for retailers.

34. 300+ million middle class - the Real consumers.

35. Increased disposable Income.

36. Among top 10 FDI destinations.

37. Massive investment planned in infrastructure development in next 5 year.

38. Exponential growth is taking place in Retailing in India.

39. Organized Retail Only 3% but growing at 30%.

41. Need For Non Fuel Retailing/Revenue Services

42. Petroleum prices have tremendous effect on socio economic & political environment in the country. Government have been going slow in allowing free market mechanism in pricing the vital products like MS, HSD, Kerosene & LPG, which nearly constitutes 70% of the market value & have tremendous effect on inflation & cost of living. The control is being exercised by setting up a planning & analysis wing under the control of Ministry of Petroleum. However other products like lubricants, ATF & heavy oils bulk import &sale of Gases made free.At present, the total petroleum subsidy bill is close to USD 20 billion comprising USD 11.8 billion for diesel, USD 1.3 billion for petrol, USD 3.2 billion for LPG and USD 5 billion of kerosene. Since the Government does not compensate the private marketing firms for their losses, their operations turn unviable at the time of high global crude oil prices.

43. In order to make up their losses oil co’s have been steeply increasing prices of above products causing lot of turbulence in industry specially impact of ATF prices on aviation sector, which this yr has recorded a loss of over 10,000 crores As a nation, we have to find a opt immolation to our Energy Needs .Overall this makes a challenging case study for management students to make a thorough analysis of available options & suggest a workable plan for the nation.

44. Recent trends in retailing business in India & abroad is to identify customer needs of consumer products based on location factors & provide a basket of fuel & non fuel products & services so as to increase volume of business / foot falls in business premises & thus improve overall profitability of operations by providing a basket of services.

45. Earlier PSU co’s were selling products thru’ RO as commodities without emphasizing on quality aspects & customer satisfaction. Foreign as well as Indian co’s have quickly responded to the market needs & redesigned their products into special brands to suit high tech auto segment with emphasis on better mileage thus offering value for money, in turn they have improved their margins by 5-6% as mark of innovative marketing by effective non fuel retailing.

47. The companies operating in the downstream sector in order to increase their revenue generation from a particular retail outlet and to compensate the loss caused by huge subsidies Non Fuel Retailing services are been given importance. This would make the customer refueling stay more pleasant and worthwhile adding non fuel revenue to the company.

50. Fast Food Centres

52. Automobile Accessories: It can cater to a wide variety requirement of all kinds both two and four wheeler consumers. Accessories for which customers have to run everywhere could be provided under one roof ranging from spare parts, helmets, seat belts, lights etc.

54. Ticketing Services

55. PCO/FAX/XEROX

56. BOOKS/MAGZINE/NEWS Paper stalls

57. Advt. At Petrol Pump

58. Fore Court Promotion of Various Products

60. Strategic Comparison of Indian Oil with its Competitors

61. Customer Outlook Survey

62. Findings: Customer Perception

63. Importance & Benefits of Each Non Fuel Revenue Service

65. Fuel operations: 0.65 acres (includes space for dispensers, tanks, office buildings, electricity and generator rooms, etc)

66. Retail operations: 0.35 acres (vacant space or unutilized space which can be used for non fuel operations such as ATM , convenience store or restaurants, etc)

67. Assumed FSI for retail development: 1.0

68. (FSI stands for Floor Space Index- ratio of total floor space to total plot size. FSI indicates that total plot area is being used for retail operations)

69. Built-up area for retail development: 15, 246 sq. ft.

70. Land cost: NIL (included in cost of fuel outlet i.e. while setting up fuel operations)

71. Construction cost: INR 1,200 per sq. ft.

74. The companies are still struggling to grasp the changing dynamics of the retail sector.

75. The industry is still being designed. Mergers, entry of private players, issues on branding and consolidation in the upstream and downstream sectors have pushed non-fuel to the back-seat.

76. The key to success lies in identifying and meeting customer behaviour patterns and changing demographics.

77. New and emerging retail formats will drive the diversity of the fast changing retail backdrop.

78. Retailers need to invest heavily in capturing specific market.

81. Innovative, plans to start fuel services at shopping malls.

82. Convenience stores (they sell a wide range of packaged foods, hot and cold drinks) the company has tied up with major retailers and set up convenience stores, super markets and other formats.

83. In urban areas, the stores are in two sizes, 300 to 700 sq feet and 700 to 1,000 sq feet. They are between 1,000 sq feet and 1,500 sq feet on highways.

84. IOCL has 108 Kisan Seva Kendras (KSKs), its low-cost petrol pumps that sell agriculture inputs, equipment and daily essentials in rural areas.

85. Indian Oil Corporation (Indian Oil) is launching unique convenience stores under the new brand name 'Top-Up-Twenty Four Seven' at its various petrol pumps to augment customer service and expand its non-fuel retail business in a big way. Targeting the urban consumers in the first phase, Indian Oil's first 'Top-Up Twenty Four Seven' C-Store was jointly launched by the Chairman, Sarthak Behuria, and K. K. Modi, President, Godfrey Phillips India at the 19th Hole Service Station adjacent to the Delhi Golf Club in the capital.

87. In & Out stores have a wide range of services which include ATMs of leading Banks, Music stores from Planet M and Music World, Beverages from Pepsi, Coffee and snacks from Café Coffee Day and Coffee Day Xpress, and a variety of impulse buys including confectionery, snacks, convenience foods, toiletries and select range of branded groceries and other FMCG products through exclusive tie-ups with such FMCG majors like ITC, Cadbury and Frito-Lay.

88. The In &Out stores offer Western Union Money Transfer facilities in Mumbai. They also offer prepaid mobile recharge cards and e charging of mobiles. It also has music stores by the name of

89. Satellites and Unplugged from Planet M and Music World respectively at select outlets for music cassettes and CDs.

90. Air Deccan, India’s largest and fastest growing airline and BPCL, India’s second largest oil marketing company have joined hands for sale of Air Deccan tickets at BPCL In & Out convenience stores across India.

91. State-owned Bharat Petroleum Corporation (BPCL's) Allied Retail Business (ARB) grew by 52.1 per cent, making it the largest non-fuel revenue generator in the oil industry, a top company official said.

92. BPCL also ranks amongst the leading retail networks in the country, offering a basket of services ranging from quick service restaurants to financial and travel-related services during FY 2007, he said.

93. The network of 383 In & Out stores saw the turnover grow by 28 per cent to Rs 77.4 crore. During FY 2007, 8 In & Out convenience stores made up the "millionaire club" by clocking average sales of Rs 1 million per month.

94. The food & beverages brands, while bringing in their customer base to the retail outlets, also increase the overall level of customer engagement at the sites. The 40 ARB restaurants achieved a turnover of Rs 18 crore FY 2007, a growth of 49 per cent over the last year, he said.

95. During FY 2007, BPCL achieved a major breakthrough by getting into agreements with both joint venture partners of McDonalds operating in India - Hardcastle Restaurants and Connaught Plaza Restaurants.

96. Subsequent to the pact, three retail outlet sites were signed up in Bangalore for setting up McDonalds restaurants.

97. In FY2007, BPCL also signed pacts with Nirulas Corner House for setting up Nirulas restaurants in the network.

98. These QSR alliances, while enhancing the image of the retail network, will serve as a differentiating customer value proposition, Sinha added.

99. With a view to increasing its non-fuel revenue-stream, BPCL has tied up with Cinemata, a film distribution unit of Sony Entertainment Television, to set up cinema halls at its 300 fuel outlets on highways across the country by FY 2010.

100. "Cinema halls will help us boost our non-fuel revenues. We are undertaking two pilot projects at our retail outlets in Gujarat. If successful, the same will be replicated in other outlets across the country," BPCL Chairman Ashok Sinha said here.

101. The movies will be shown to neighbouring villages and highway travellers via satellites. The company has transponders and ready infrastructure in place, Sinha said.

102. Each cinema hall will have seating capacity of 150 to 200 and the films in digital format would be beamed at the fuel stations.

103. "Bharat Petroleum is consciously working towards providing added value to its customers, both in fuel and non-fuel areas," Sinha said.

104. During FY 2007, 480 retail outlets were commissioned by BPCL out of a total of 2,500 retail outlets commissioned by the public sector marketing companies.

105. The initial feedback to "Ghar Dhaba" has been encouraging, with both the trucker and motorist dining areas witnessing good footfalls. "Ghar Dhaba" represents BPCL's foray into food.

107. Sampling- Random Sampling

110. MEDICAL STORE

111. CONVENIENT STORE

112. REFRESHMENTS

113. Snacks & Drinks

114. Priority123456No of Customers189127251010

115. Fast Food Centres

116. Priority123456No of Customers20387233072

117. Branded Outlets(Pizza Hut; Mc Donald ‘s)

118. Priority123456No of Customers197103311173

119. Vehicle Services

120. Pollution Check Facility

121. Priority123456No of Customers165147226102

122. Automobile Accessories

123. Priority123456No of Customers191854515172

124. c) Vehicle Check up; Lubricants; Battery, etc

125. Priority123456No of Customers134106455296

127. 6) EXTENDED SERVICES

128. a) Courier Services

129. Priority123456No of Customers1391017722112

130. b) Ticketing Services

131. Priority123456No of Customers150758031197

133. Under Refreshment more importance is given to fast food centres where branded outlet and cold drink/tea wending is give preference. A proper designed fast food outlet which can provide healthy and fast food to customers can be highly profitable.

134. In Vehicle Services, Automobile Accessories are given more preference over pollution and vehicle check up camps.

135. Extended Services has book/magazine/news paper segmented more importance where ticketing and courier services also hold a good profitable business. Outlets providing Career Related Books/ Application Form for which customers have to run to various banks can be provided to cater the huge segment of young customers.

136. The Non Fuel Retailing Services holds a good and profitable potential in Ranchi. A proper planned format should be decided for efficient implementation of Non Fuel Retailing Services.

137. The viability of each Non Fuel Retailing service should be scanned depending on location potential of the retail outlet.

138. Non Fuel Retailing as a market potential is ready to be launched in Ranchi, depending upon population, spending behaviour and changing life style.

139. CONCLUSION

140. The concept of Non Fuel Revenue has been an innovative revenue generation step taken by petroleum retailing companies operating in India.

141. The concept of Non Fuel Retailing would turn out to be profitable and high revenue generating one if operated skilfully in Ranchi.

144. LIMITATIONS

145. Single Researcher, made it a little hectic and time taking job.

146. The Research has to be restricted for a limited period of given number of days.

147. The actual information regarding the financial data and ventures of competitors firm was not achievable because of confidentiality purpose.

148. Several factors like customer motive while giving the feedback and external environment factors which governed the feedback process also acted as limitations for the project.

149. SUMMARY

150. The Project was designed to find out customer perception towards Non Fuel Retailing services. The project mainly aimed to gather effective feedback for implementation of Non Fuel Retailing services.

151. A survey of random sampling from all twelve retail outlets of Indian Oil was done. The survey was based on questionnaire and face to face interview from customers to get their feedback regarding Non Fuel Retailing.

152. Certain constrain and guidelines by IOCL were followed while conducting the survey.

153. Motive of the survey was also to make customer understand and realize the importance and benefits which they can derive by Non Fuel Retailing and explanation of each service with regards to its viability was to be explained to the customer before taking feedback.

154. The overall summation from the project has a positive output. Customers actively participated in surveying and suggesting their point of view. The potential of Non Fuel Retailing in Ranchi is a profitable one.

155. A well managed and designed Non Fuel Retailing with help of a consultancy can turn out to be a high revenue generating and increase a outlet profit margin by 50 %.

156. APPENDIX –A

157. Abbreviations

158. IOCL- INDIAN OIL CORPORATION LIMITED

159. LNG- LIQUID NATURAL GAS

160. MMTPA- MILLION METRIC TONNES PER ANNUM

161. LPG- LIQUID PRESSURISED GAS

162. OCC- OIL COORDINATING COMMITTEE

163. MoPNG- MINISTRY OF PETROLEUM AND NATURAL GAS

164. ONGC- OIL & NATURAL GAS CORPORATION

165. USD- UNITED STATED DOLLARS

166. MT- METRIC TONNES

167. BPCL- BHARAT PETROLEUM CORPORATION LIMITED

168. HPCL- HINDUSTAN PETROLEUM CORPORATION LIMITED

169. RIL- RELIANCE INDUSTRIES LIMITED

170. MS- MOTOR SPIRIT

171. HSD- HIGH SPEED DIESEL

172. ATF- AVIATION TURBINE FUEL

173. ATM- AUTOMATIC TELLER MACHINE

174. FDI- FOREIGN DIRECT INVESTMENT

175. PSU- PUBLIC SECTOR UNIT

176. GDP- GROSS DOMESTIC PRODUCT

177. VAT- VALUE ADDED TAX

178. INR- INDIAN NATIONAL RUPEES

179. FSI- FLOOR SPACE INDEX

180. TERI-THE ENERGY & RESEARCH INSTITUTE

181. APPENDIX- B

182. TERMS AND EXPLANATIONS

183. Liberalization-

184. Industrial Policy Revolution: Industrial Policy Revolution Industrial Policy Resolution of 1948 Industrial Policy Resolution of 1956 Industrial Policy Resolution of 1973 Industrial Policy Resolution of 1977 Industrial Policy Resolution of 1980 New Economic Policy of 1991 Why NEP 1991?????? To overcome Reservation of Industries To overcome Entry & Growth Restrictions To overcome Restriction on Foreign Capital & Tech. New Economic Policy - 1991 :New Economic Policy - 1991 Announced by Narasimha Rao in July, 1991 Aim of New Industrial Policy (NIP) of 1991: Unshackling the Indian Industrial Economy from the cobwebs of unnecessary bureaucratic control, Introducing liberalization with a view to integrate the Indian Economy with the world economy, Removing restriction on direct foreign investment as also to free the domestic entrepreneur from the restriction of MRTP Act, and Shedding the load of Public Enterprises, which have shown a very low rate of return or were incurring losses over the years. Initiatives Taken in New Economic Policy :Initiatives Taken in New Economic Policy New Economic Policy (1991) Industrial Sector Reforms Public Sector Policy Industrial Licensing Policy MRTP Act External Trade Reforms Foreign Investment Foreign Technology Agreements Public Sector Policy :Public Sector Policy Public enterprises producing a very low rate of return on the capital invested resulting in a burden rather than being an asset to the government NIP 1991 adopted a new approach to public enterprises, with a priority in following areas: Essential infrastructure goods and services Exploration and exploitation of oil and mineral resources Technology development and building of manufacturing capabilities in areas, which are crucial in the long term development of the economy and where private sector investment is inadequate Manufacture of the products where strategic considerations predominate such as defence equipment Public Sector Policy……..CONTD :Public Sector Policy……..CONTD Existence of large number of chronically sick public enterprises incurring heavy losses, operating in a competitive market and serving little or no public purpose Measures: Portfolio of public sector investments reviewed with a view to focus the public sector on strategic, high tech and essential infrastructure Public Enterprises which are chronically sick and which are unlikely to be turned around referred to the Board for Industrial and Financial Reconstruction (BIFR) for revival/rehabilitation schemes Part of the government’s shareholdings in the public sector would be offered to mutual funds, financial institutions, the general public and workers to raise resources and encourage wider public participation Instilling professionalism in board of public sector companies Greater thrust on performance improvement and greater autonomy to management Industrial Licensing Policy :Industrial Licensing Policy Role of the government changed from that of only exercising control to one of providing help and guidance by making essential procedures fully transparent and by eliminating delays Industrial licensing to be abolished for all projects except for a short list of industries related to securities and strategic concerns Areas where security and strategic concerns predominate will continue to be reserved for the public sector In projects where imported capital goods are required, automatic clearance will be given in cases where foreign exchange availability is ensured through foreign equity Location other than cities of more than 1 million population, there will be no requirement of obtaining industrial approvals from the central Government except for industries subject to compulsory licensing List of Industries :List of Industries Reserved for the Public Sector Compulsory Industrial Licensing MRTP ACT :MRTP ACT Need for achieving economies of scale for ensuring higher productivity and competitive advantage in the international market, the interference of the government through the MRTP Act has to be restricted: Removal of pre-entry scrutiny of investment decisions by so-called MRTP companies Emphasis to be on controlling and regulating monopolistic, restrictive and unfair trade practices Thrust of policy to be on controlling unfair or restrictive business practices Foreign Investment :Foreign Investment Aimed at encouraging foreign trading companies to assist Indian exporters in export activities: Approval would be given for direct foreign investment upto 51% foreign equity in high priority industries Import of the components, raw materials and intermediate goods, and payment of know how fees and royalties would be governed by the general policy applicable to other domestic units, the payment of dividends would be monitored through the Reserve Bank of India Majority foreign equity holding upto 51% equity would be allowed for trading companies primarily engaged in export activities Foreign Technology Agreements :Foreign Technology Agreements In order to inject the desired level of technological dynamism in Indian industry Automatic permission will be given for foreign technology agreements in high priority industries (list attached) upto a lumpsum payment of Rs. 1 crore, 5% royalty for domestic sales and 8% for exports, subject to total payment of 8% of sales over a 10 year period from date of agreement or 7 years from commencement of production. In respect of industries other than those in below list, automatic permission will be given subject to the same guidelines as above if no free foreign exchange is required for any payments. No permission will be necessary for hiring of foreign technicians, foreign testing of indigenously developed technologies. Industrial Policy Changes :Industrial Policy Changes Evaluation of New Economic Policy - 1991 :Evaluation of New Economic Policy - 1991 Positive Aspects: Fulfilled a long-felt demand of the corporate sector for declaring in very clear terms that licensing was abolished for all industries except 18 industries which included coal, petroleum, sugar, motor cars, cigarettes, hazardous, chemicals, pharmaceuticals and some luxury items Business houses intending to float new companies or undertake substantial expansion were not required to seek clearance from the MRTP Commission Bottlenecks created by the bureaucracy were struck down by this singular decision of the Government NIP unshackled many of the provisions, which acted as brakes on the growth of large private corporate sector Overall relief in the dismantling of industrial licensing and regime of controls Evaluation of New Economic Policy - 1991 :Evaluation of New Economic Policy - 1991 Negative Aspects: Policy regarding Foreign Capital: Assertions by critics assert that the welcome foreign capital may lead us to selling of our sovereignty to multinationals Prudence demanded that utmost care to be taken to invite foreign capital in high priority industries only Monitoring of payment of dividends by RBI Public Sector Policy: The govt. should concentrate on improving the performance of the redeemable and surplus generating public sector enterprises which constitute 85% of the investment Evaluation of New Economic Policy - 1991 :Evaluation of New Economic Policy - 1991 Social Security Policy Industrial Policy sidetracked issues and generated a fear in the mind of the workers that the govt. was not sincere in protecting the interests of the workers Govt. of India could successfully go in for shedding its load of loss-making enterprises and help the working class to assume the ownership role and nurse these enterprises to health MRTP Policy Failure of MRTP to break the monopolistic or Oligopolistic character of the Indian market.

186. Kisan Seva Kendra is a unique award-winning retail outlet model pioneered by IndianOil to cater to the needs of the customers' in the rural segment. Today IndianOil's KSKs have emerged as a dominant player in the rural markets, riding on the rapid growth of upcoming second and third tier roads in the rural areas. The KSKs come with a fresh perspective enabling dealers to tap the huge demand driven in by consumers there. In addition, non-fuel retail facilities like convenio stores have been added to the KSKs selling pesticides, vegetables, banking products and stationery items. IndianOil has also tied up with Indo Gulf for fertilizers, National Seeds Corporation for marketing seeds and agricultural inputs as well as alliances with Nabard, Oriental Bank of Commerce and Bank of Baroda for banking products. At some KSKs even internet kiosks, communication facilities, etc. have been installed. Business alliances have been signed to market products from Dabur, Airtel, Tata Chemicals, Godavari Fertilisers, Gokulam Fertilisers, Hindustan Unilever and Godrej Agrovet. Other alliance partners are Emami for personal care products, Money Gram for money transfer, MILMA and OMFED for milk products and Supplyco for convenience stores.

188. www.iloveindia.com/economy-of-india/oil-gas-industry.html

189. Indian Petroleum Industry

190. http://www.economywatch.com/world-industries/petroleum/indian.html

191. Directorate General of Hydrocarbons, FIFTH ANNUAL CONFERENCE ON “GAS In INDIA”

192. www.dghindia.org/site/pdfattachments/breaking_news/5th_conf_gas.ppt

193. List of petroleum companies

194. http://en.wikipedia.org/wiki/List_of_petroleum_companies

195. http://www.economywatch.com/companies/petroleum-companies.html

196. Trends in Consumption and Production: Household Energy Consumption

197. www.un.org/esa/sustdev/publications/esa99dp6.pdf

198. http://www.indiaenergyportal.org/

199. Retail in India

200. http://blogs.siliconindia.com/pollen/Retail_in_India-bid-i54Izoe249570105.html

201. Retailing in India: A nation of shopkeepers

202. http://www.euromonitor.com/Retailing_in_India_A_nation_of_shopkeepers

203. Background of Petroleum Industry

204. http://gail.nic.in/energyzone/industry.pdf

205. Exchequer earns 3.5-4% of GDP by taxing oil

206. http://www.mydigitalfc.com/2008/oil-taxes-35-4-gdp

207. Ten years of economic liberalization

208. www.cpim.org/marxist/200102_marxist_eco_ppatnaik.htm

209. Globalization and the Indian Petroleum Industry

210. http://business.mapsofindia.com/globalization/india-industry/petroleum-industry.html

211. New Century Publications

212. www.newcenturypublications.com/Catalogue%20-%202006-07.pdf

213. Effects of Globalization on Indian Industry

214. http://business.mapsofindia.com/globalization/india-industry/

215. Indian Petroleum Industry

216. http://www.economywatch.com/world-industries/petroleum/indian.html

217. www.dghindia.com

218. www.india-nelp2.com

219. Indian Oil eyes US$ 496.27 million from non-fuel retail

220. www.ibef.in/artdisplay.aspx?cat_id=596&art_id=16713&arc=show

221. IOC launches XTRACARE retail plan

222. archives.chennaionline.com/events/Business/2004/12ioc.asp

223. IOC to seek franchises at 2,000 fuel outlets

224. http://www.livemint.com/articles/2007/07/12000705/IOC-to-seek-franchises-at-200.html

225. The New Non-Fuel Push

226. www.businessworld.in/index.php/The-New-Non-Fuel-Push.html

227. Inside In & Out (Flash)

228. http://www.speedfuels.com/in&out/Inside.htm

229. THE ‘In & Out’ CONCEPT

230. http://www.bharatpetroleum.com/wheels/inOutStores.asp

231. Club HP - High - quality personalized "Vehicle and Consumer Care"

232. http://www.hindustanpetroleum.com/En/UI/RetailClubHP.aspx

233. Real Estate Opportunities in Fuel Retailing

234. www.ficci.com/media-room/speechespresentations

235. Fuelling Growth in Petro-Retailing: New Business Opportunities

236. www.ficci.com/media-room/speeches-presentations/2003/Jan/jan-petro-srini.ppt

237. From Market Research to Consumer Insights

238. www.russellreynolds.com/pdf/thought/MarketResearch_WhitePaper_8_New.pdf

239. Building a Strong Brand by Dave Dolak

240. http://www.davedolak.com/articles/dolak4.htm

241. The New Rules of Branding: Building Strong Brands Faster

242. www.mckinsey.com/practices/marketing/ourknowledge/pdf/WhitePaper_NewRulesofBranding.pdf

243. Indian Retail Industry: Current Scenario

244. www.indianmba.com/Occasional_Papers/OP95/op95.html

245. Retailing Industry in India

246. http://www.indiaonestop.com/retailing.htm

247. Petro-Retailing-Expectations and Opportunities

248. www.ficci.com/media-room/speeches-presentations/2003/Jan/jan-petro-fedex.ppt

249. New strategies for non fuel business <br /> <br />