The document contains information about a team called SOCH from Mudra Institute of Communication Ahmedabad (MICA) that is participating in an event. It includes the names, courses, email IDs, phone numbers and participant IDs of three team members: Satyaprem Upadhyay from the PGPCM course, Prasenjit Karmakar from the PGPCM course, and Ravi Kumar from the PGPCM course.

1. Mudra Institute of Communication
Ahmedabad (MICA)
Team Name: SOCH
Name
Course
Email ID
Phone Num
Prerana ID
Satyaprem
Upadhyay
PGPCM
satyaprem10@micamail.in
7878887469
PRER9702
Prasenjit
Karmakar
PGPCM
prasenjit10@micamail.in
8980030712
PRER4808
Ravi Kumar
PGPCM
ravi10@micamail.in
756757
PRER5726

2. Indian Market is Large and Growing
Indian Market dominated by 2
wheeler segment
•Automobile Aftermarket to Grow at 11% per
annum
•OEM-franchised dealers and unorganized
garage dominate the market
Source: ACMA Report, McKinsey report
Margins may fall in developing
economies

3. Consumer Trend for Automobile Aftermarket
Service Sector
Independent Garages and Multi
brand dealers must capitalize on
the growing vintage of India’s Car
Owners of older cars migrate to
independent service networks for
faster and cheaper service
Source: Market Analysis, McKinsey Report

4. Consumer Trend for Automobile Aftermarket
Service Sector
Servicing is among Top 4 criterion while
making vehicle purchase
Source: Market Analysis, McKinsey Report

5. WEAKNESSES
STRENGTHS
• MAK’s name not reaching some segments
• BPCL Retail Outlets
Association with BPCL as a Brand
• MAK’s ad is more towards automotives
• Relatively low priced but yet Quality
products
• Very lesser number of Ads through media
and other channels and hence lesser visibility
• Strategic location of warehouses
• Lesser promotional schemes as compared to
other companies
• Highly networked
• Less no. of personnel to serve at a territory
level
• SAP Interface for quick transactions
• Many varieties to cater the customer needs
• Discounts to bulk purchasers
• OEM tie-ups are not advertised properly
• High price in certain categories
• Good relations with suppliers
• No frequent feedbacks being taken from the
customers
• Huge and Efficient Supply Chain
Management
• Inconsistent marketing efforts
• Huge number of qualified workforce
OPPORTUNITIES
SWOT
• Several untapped markets
• OEM Tie-ups
• Willingness of the garages to use MAK after a
sample testing
THREATS
• Stiff market competition
• Castrol’s better customer Interface
• Very low brand loyalty of customers
• Large number of players

6. Porter’s Analysis
Threat of New Entrants
- There is an entry barrier on the new
entrants in terms of high capital investment
required as well the license required for the
same.
- Government policies are not very
conducive for a new player.
Bargaining Power of Suppliers
- Better customer services and diversity of
products would provide suppliers with
some bargaining power. However in a
market with such a tough competition, they
have very limited bargaining power.
Bargaining Power of Customers
- Access to information by customers through media
and other sources gives them some position to take
decisions.
- No switching cost is associated with the lubes.
Customer can easily change a brand.
- Price sensitivity of commercial vehicles is an
important factor.
Threat of Substitute
Products
- No switching cost from one
brand to another always
persists a constant threat of
substitution from another
brand.
- Multiple products available in
the market with similar quality
and at even lower price
Competitive Rivalry
within the industry
- Multiple companies and
products in the market

7. PEST Analysis of BPCL
Political & Legal Analysis
• In India oil industry is governed by OIL Ministry and OIDB a Govt
body - responsible for decision related to price, quality specification.
• International politics affects Oil and its prices.
• Norms specified by Govt have to be abide by all Oil companies
Economic Analysis:
• The use of GDP based on purchasing power parity in the calculation
of oil intensity is also validated by the fact that the figures on oil
consumption are measured in terms of volumes of input while the
GDP estimated on the market exchange rate gives only the value of
output and not the actual volumes.
• It is only the GDP estimated on a purchasing power parity basis
which gives some indicator so the volume of output which should
form the basis of cross country comparisons of output and
estimation of oil intensity therein.

8. PEST Analysis of BPCL contd..
Social Cultural Analysis
• India is basically can be divided into four major regions on the basis of
language, demography and also the income states. These are the south,
north, east and west.
• BPCL as a company also operates differently in different regions and also
use different languages to attract people towards them. This is also, a
reason for which the company have t refineries in every region.
• The company BPCL is very much concern about the environmental polices
of it and also very strictly follow every small norms of it. The mission of the
company is very clear; “To develop techno-economically viable and
environment-friendly products”.
Technological
• BPCL has been on forefront in harnessing technology. Maximising efficiency
and achieving greater customer satisfaction. Bharat Petroleum is the first
Public Sector Oil Company to implement Enterprise wide Resource Planning
(ERP) solutions - SAP.

9. PEST Analysis of BPCL contd..
Technological Cont...
• Bharat Petroleum is reaping the benefits of the integrated system in many
areas of its operations. The early gains of implementation are in the areas
of tracking customer-receivables, monitoring credit-management,
inventory management, besides easing the operations in a large number of
areas.
• Furthermore, Bharat Petroleum has also set up one of the biggest 'Centres
of Excellence' in Asia to provide online support to the end users and also
work towards continuous improvement in business processes and handle
product upgrades and new generation products.

10. BPCL Proposed Business Model: Mechanic
Infrastructure
Core
Capabilities
Partner
Network
• OEMs
• Distributors
• Ancillary
Product
Vendors
• ToolKit
• Infrastructure
Assistance
• Technical KnowHow Expertise
Value Configuration
• ‘MAK Best Mechanic Awards’
– based on Sales
Performance
• MAK festive offers and gift
hampers
Customer
Relationship
• Birthday/Anniversary
gifts for family
• ‘MAK Man’ –Best
Annual Sales
Performance
Target Customer
• Mechanic for 2
wheelers, 4
wheelers and
CVs
Offer
Distribution
Channel
• Cross Docking Model –
FLTs used for retail
outlet stock refilling to
be used for cross
docking with FLTs used
by distributors for
mechanics
Value Proposition
• Training and Expertise on
New technology
• Call Center Service/SMS
based assistance Service
• Distributor assisted Stock
Replenishment Service
• Higher margin on Stock
Sales
Finance
Cost Structure
• Infrastructure Cost
• Training
• Call Center Setup/Operation Cost
• Distribution Cost
• Marketing Cost
Revenue Stream
• Lube Sales
• Cross Selling and Up selling of Other MAK
products

11. BPCL Proposed Business Model: Garage
Core
Capabilities
• ToolKit
• Infrastructure
Assistance –
Electrical lifts,
Water Coolers
Infrastructure
Partner Network
• OEMs
• Distributors
• Suppliers
• Ancillary Product
Vendors
Value Configuration
• ‘MAK Star rating service’ – MAK will audit and
rate different service centers on various quality
parameters. This will add credibility to the Garage
• ‘MAK Billing Facility’ – each transaction generates
a bill having MAK Garage/Retail Outlet and will
attract discount on further purchase at these
centers
Customer
Relationship
•MAK sponsored
merchandise for service
center staffs
•Festive Gift Hampers,
Merchandise for Staff
•‘Best Staff Award’
Target Customer
•Garage – Tier A, Tier B, Tier
C Garage
•Classification based on
traffic, infrastructure, staff
quality
Value Proposition
Offer
Distribution Channel
•Distributor managed Stock
Delivery
• Training and Expertise on
New technology
• Call Center Service/SMS
based assistance Service
• Distributor assisted Stock
Replenishment Service
• Higher margin on Stock Sales
Finance
Cost Structure
• Infrastructure Assistance Cost
• Training
• Call Center Setup/Operation Cost
• Distribution Cost
• Marketing Cost
Revenue Stream
• Lube Sales
• Cross Selling and Up selling of Other MAK
products

12. Short Term Tactical Measures:
Strengthening BPCL Lubes Market Presence
Customer
• Short Term- market research to get insights, customer feedback
system, loyalty points accrued on every purchase, MAK card
facility for transactions, MAK online contests, MAK Auto Fest
showcasing different MAK products , MAK emergency mobile
service for customers, MAK limited period pick and drop servicing
facility for corporate vehicle owners (peak season-before rainy
season), Campaign promoting discount offers : ‘Give your engine
MAK life’, Sponsoring ’Go carting event’, MAK Adventure trip for
bike enthusiasts to exotic terrains, Creating Online community of
MAK and members enjoying added benefits of offers and
discounts.
• Long Term - ‘MAK Auto Library’ consisting of big plasma screens
installed at retail outlets showcasing different and contemporary
car and bike variants – enticing customers to come to get
informations and consultancy on different purchasing aspect etc.
MAK billing system (billing receipt to generate list of nearby MAK
garages, MAK retail outlets in nearest location , MAK Auto
consultancy, MAK auto health check campaign , MAK Oil change
reminders and discount initiatives, MAK Bike salon

13. Short Term Tactical Measures:
Strengthening BPCL Lubes Market Presence contd..
Mechanic
• Short term: Sales margin increment, MAK Tool
kit, Staff Service Uniforms.
• Long term: MAK Training schools (Free training
for your technicians! Enhance your team's
understanding of MAK lubricants to drive trade
up, increase ticket average and improve your
profits), Mobile MAK Vans, Cross decking
supply chain for efficient delivery of lubes,
Online new Where-to-Buy tool - quick, easy
way to find MAK distributors, retailers and
service centers in your area.

14. Short Term Tactical Measures:
Strengthening BPCL Lubes Market Presence contd..
Garage / Service
Station Owners
• Short term - Infrastructure help
(water cooler, tool kits, shafts, quality
testing, amenities, best performance
in terms of volume sales
• Long term- top tier garage to be
encouraged in to franchisee, MAK will
audit and award quality MAK stars to
garages that will increase credibility

15. Short Term Tactical Measures:
Strengthening BPCL Lubes Market Presence contd..
OEMs
• Short term- Tie-ups with manufacturers
to provided certain stipulated years of
lubes services for free/discounted rates,
Tie-ups with showrooms to organise auto
exhibitions at BPCL retail outlets.
• Long term- Tie-ups with OEMs and
providing free MAK refilling coupons at
the time of vehicle purchase, customized
solutions for automakers in India

16. MAK’s to Venture into Service Vertical?
Yes,
MAK should enter Services Retail because in the existing competitive
environment, this shall create engagement touch points with the
customers, help them bring closer to the brand and then entice them use
MAK products. Also this shall help create sources of revenue and strengthen
the company’s balance sheet.
BPCL entering into Service Tie ups: Increasing or
Devaluing the Brand MAK
• Entering into Service Tie ups will increase the value of Brand MAK because
of following reasons:
– Products and Services are no longer consumed in Isolation
– People looking for One Stop Solution
– Makes sense economically
– Services occupying a greater portion of the consumption pie

17. Service Initiative: A separate revenue
stream for BPCL in near future
• Yes,
•
•
•
•
As these services such as automotive consultancy, automotive
comprehensive solutions, and auto maintenance and servicing have
great potential to generate recurring revenues.
Once the engagement models help bring customers close to the
brand, more monetary transaction can be established as with :
Rising economy,
Younger populace,
Competitive automotive market
Rising aspirations
the consumption is bound to rise many folds.
The need is to provide one stop automotive solutions with the trust
of quality and value and hence venturing in to services is all the more
important.

18. Will these initiatives create any channel conflict - Inter
(between Retail & Bazaar) / Intra (mechanics, service
stations & MAK branded service stations) channels ?
The initiatives shall not create any channel conflict - Inter
(between Retail & Bazaar) / Intra (mechanics, service stations
& MAK branded service stations) channels as each of the
segment will have its own value proposition and positioning in
the customer’s mind.
It is all about providing different avenues of products and
services catering to different
needs, suitability, affordability, convenience of location etc. The
availability of different channels shall create Synergy and create
more traffic in total and push the overall sales.

20. Thank You…