Dedicated with regards to my Parents

ACKNOWLEDGEMENT 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: BIRLA Tyres Ltd. Hubli 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, Hubli, 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. I also acknowledge with a deep sense of reverence, my gratitude towards of my parents and member of my family, who has always supported me morally as well as economically.

[Md. Nishat Alam]

PREFACE 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. This dissertation imparts a deductive and prescriptive discussion on the duly on Sales Promotion (with reference to BIRLA Tyres Ltd. Marketing division, Hubli) in comprehensible and concise way............ on the basis of the training, which was done by me in BIRLA Tyres Ltd., Hubli. The report has been written for main of organization study as well as the consumer, The whole study has been done to a particular area i.e.Hubli. My observation in BIRLA Tyres Ltd. was to treat main, who are the main Factor of Production among man, machine, materials, money manufacturing technology with respect and dignity and how the organization is organised .

It has been endeavor of BIRLA to strive for open channel communication to keep the bellow member a best with organization values cultural system, philosophy and procedures. 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.

[Md. Nishat Alam]

CONTENTS

Guide Certificate Acknowledgement Preface TOPIC Introduction to the study a) Objectives of the Study b) Scope of the Study c) Methodology of the Study d) Limitation of the Study Page No.

Introduction to the Organization a) History of the Organization b) Financial Status of the Organization c) Product Profile e) Competitors of the Organization

Organizational Structure of BIRLA Tyres Ltd. at Hubli.

A Theoretical Aspect of Brand Image with respect to Price Leadership.

Data Analysis and Interpretation Conclusions & Suggestions Questionnaire Bibliography

Introduction to the study

a) Objectives of the Study b) Scope of the Study c) Methodology of the Study d) Limitation of the Study

Introduction to the Study

As a part of academic curriculums in partial fulfillment of "Bachelor of Business Administration" the trainee has done this summer project in the organization of BIRLA TYRES LTD. Hubli. The introduction as well as completion of the study is STUDY OF BRAND IMAGE with respect to Price Leadership for BIRLA L.C.V. & S.C.V Tyres, at Hubli.

Methodology of study

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.

ii)

Documentary Observations :Secondary sources like books, journals published and unpublished materials from different departments of the company were consulted.

iii)

Field Observation :During the training period I visited Hubli market being sent by BIRLA Tyres Ltd. Hubli to observe how the marketing operations were being performed there.

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 BIRLA TYRES LTD.

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

a) History of the Organization BIRLA Tyres straddles the Indian tyre industry much like the Greek Sun God BIRLA'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, BIRLA Tyres has stood the test of time on the four pillars of vision, integrity, quality and sheer determination. The history of BIRLA 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. BIRLA'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, BIRLA wiped out its net worth and became a BIFR company during the Emergency years. However, BIRLA Tyres was returned to its owners during the Janata Government. BIRLA 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 BIRLA 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 BIRLA 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 BIRLA'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, BIRLA is the first tyre company to run customer loyalty and awareness programmes to enable them to derive optimal benefits from their BIRLA farm tyres, and also the first to launch exclusive rural retail stores 'BIRLA Tyre World' for truck tyres. BIRLA 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 -- BIRLA 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 BIRLA 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 BIRLA 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 BIRLA 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 BIRLA 2007 Launch of the BIRLA Tennis Initiative and Mission 2018

The Future At BIRLA 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, BIRLA 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, BIRLA 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, BIRLA 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.

BIRLA has three tyre manufacturing facilities and one unit for the production of tubes and flaps in four locations based in West and South India. BIRLA 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. BIRLA dealer or business partners are also chosen with great care. BIRLA's products are sold through a combination of outlets ranging from exclusive dealerships to multibrand and branded retail outlets.

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

(b) Financial Status of the Organization

OPERATING FINANCIAL HIGHLIGHTS

(c) 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 heavyload 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 value

Technical Details

Superior cut-resistant tread compound ensures longer life and maximum retreads casing value Stronger casing for high loads and multiple

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 wearresistance

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 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 Agri products Auto spares Textiles

Frozen food Aluminium/ Copper Potatoes

Range...

XT-7 Haulug Key Features : Durable/Mileage Load carrying capacity. Less down time Cut resistance Casing value Cargo : Cement Agri products Auto spares Frozen food Aluminium/ Copper Potatoes

Textiles

XT-7 Gold Key Features : Durable/Mileage Load carrying capacity. Less down time Cut resistance Casing value Cargo : Cement Agri products Auto spares Textiles Frozen food Aluminium/ Copper Potatoes

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
Range...

Parcel Services LPG Cylinders

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

RIB Load & Mileage Technology

Amar

Low failures

Durable/Mileage Cut resistance Casing value

Cargo

Veg & fruits

FMCG Goods

White goods Sundry Cargo Chemicals/Fertilizers Amar Deluxe

Paper goods Sea Food

Low failures

Durable/Mileage Cut resistance Casing value

Cargo

Veg & fruits White goods Sundry Cargo Chemicals/Fertilizers

FMCG Goods Paper goods Sea Food

Premium Mileage Technology

Amar Gold

Low failures

Durable/Mileage Cut resistance Casing value

Cargo

Veg & fruits White goods Sundry Cargo Chemicals/Fertilizers

FMCG Goods Paper goods Sea Food

Regular Mileage Technology

Amar AT Rib

Low failures

Durable/Mileage Cut resistance Casing value

Cargo

Veg & fruits White goods Sundry Cargo Chemicals/Fertilizers

FMCG Goods Paper goods Sea Food

(d) Competitors of the Organization

List of competitors

CEAT MRF

BRIDGESTONE DUNLOP

J.K.Tyre OTHERS

GOODYEAR

BIRLA

ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd. ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd. (Head, Zonal Heads and Divisional Heads)

Chief Executive Officer

Chief Operating Officer

Chief Indian Operations

Chief Group Advisory Services Projects &

Chief

Chief

Chief

Chief Strategy

Chief Marketing

Chief HR

Financial

Research &

Officer

Technology

Business Operations

Head Purchase Unit Head

Head

Chief Corporate Div. Head Quality Unit Head Kerala Factories Affairs

Head IT

Internal

Audit

Manager

Limda Plant

Corporate

Relations

Unit Head Pune Plant

NATIONAL SALES ORGANIZATION CHART

NSH NCH NTH

DIV.M DCM RTSM

ZM

ZCM RM

STSMRM/SM

SM RCI DM TE/PSEDM

IT

SCI

DCI

JCO

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 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 antibrand 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. 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)..

**********

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 "BIRLA 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.

BIRLA 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 "BIRLA 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 BIRLA Tyres.

QUESTIONNAIR BASED FEEDBACK

1. Which Brand of Tyres you use in Lug Pattern ?

Company Name BIRLA 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 BIRLA 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 BIRLA, 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 BIRLA No. of Respondents yes No ? 150 50

6. Your Purchase on : No. of Respondents Cash Credit Both 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 ? No. of Respondents Yes No Both 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 Muzaffarpur.

Company Name BIRLA 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

BIRLA 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 BIRLA MRF J.K. Ceat Birla Other Total 100 50 20 10 10 10 200

LUG

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

MARKET SHARE AS PER FITTMENT SURVEYINLOCAL MARKET FOR RIB TYRE

Company Name BIRLA MRF J.K. Ceat Birla Other Total 100 48 15 9 8 20 200

RIB

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

Conclusion & Suggestions References Appendices

Conclusion & Suggestions

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

BIRLA tyre is the market leader in the LCV&SCV segment followed by

MRF, J.K., Birls, Ceat.

BIRLA Tyres brand XT-7 and Amar are market leader at Muzaffarpur

Urban and Rural Area.

XT-7 is Lug tyres and Amar RIB tyres, Most of the customers are

satisfied with the performance of both tyres.

Appox 70% customers have positive and 30% customers have negative

attitude in support of preference of BIRLA tyre at Muzaffarpur.

Customer's awareness level is better at Muzaffarpur area. BIRLA tyres is the first tyre company which has launched new scheme to

solve the claim within 2 days.

Most of the customers are unsatisfied with this scheme. Because dealers

do not 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 BIRLA, 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 BIRLA consumers are lack of adequate promotional

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

REFERENCES

Marketing Management Statistical Investigation Monitoring the competition

Kotler Philip Gupta B.N. Leonard. M. Fuld Assel Henry

Consumer behavior and action -

Magazines and Reports Business World Business India Advertising Marketing www.BIRLAtyres.com

Questionnaire

(1) (2)

Name of respondent: ...................................................................... Address : .............................................................................................. ..............................................................................................................

(3) (4)

Contact No. : ....................................................................................... How many vehicle you have (LCV/SCV) ? (a) (d) 1 4 (b) (e) 2 above 4 (c) 3

(5)

Which Brand of tyres you use in Lug Pattern ? (a) (d) BIRLA Ceat (b) (e) MRF Birla (c) (f) J.K. Others

(6)

Which Brand you use in Rib Pattern ? (a) (d) BIRLA Ceat (b) (e) MRF Birla (c) J.K.

(7)

In case of BIRLA, rank the following according to priority :a) b) c) d) Mileage Price Quality ............................ ............................ ............................

Retread ability .........................

e) (8)

Claim Settlement .....................

In case other brand what is the co region for choosing other brand a) c) ................................... b) ...................................... .......................................

....................................... d)

(9)

Have you heard 2 days "Claim Settlement" by BIRLA. (a) Yes (b) No

(10) Your Purchase on : a) Cash b) Credit c) Both

(11) Does Company's Dealer help in choosing the Brand as per your requirement? (a) Yes (b) No

(12) In case of not using BIRLA Brand reason for it. a) b) c) d)