Summer Internship Project Report on

PROFITABILITY OF QUICK OIL CHANGE MACHINE & SALE OF LUBRICANTS

AT RETAIL STORES

In Partial Fulfilment of the Requirements for the Degree of

Master of Business Administration

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Abstract

The primary focus of the study is to determine the profitability of Quick Oil Change Machine
(ROI) and the factors affecting consumer buying decision of lubricants and suggesting
measures to increase the sales via retail outlets. The measurements have been presented based
on detailed research done amongst masses. All the touchpoints during the purchasing process
are identified first. Using marketing research methodologies measure of experience of IOCL's
customers during the process is taken, and good recommendations were given based on the
findings. The suggestions are to increase the sales of lubricant oils at retail stores. The other
study also conducted to find the profitability of Quick Oil Change Machines. Based on the
findings, implementation has turned out to be profitable. Total of 93 respondents participated
in the survey conducted. Based on the analysis of the gathered data above mentioned
recommendations were formulated. The ordinal scale is used to record data from the
respondents in the survey.

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Chapter 1: Introduction

Beginning in 1959 as Indian Oil Company Ltd., Indian Oil Corporation Ltd. was formed
in 1964 with the merger of Indian Refineries Ltd. (established 1958). Indian Oil Corporation
Ltd. (Indian Oil) is India's largest commercial enterprise, with a sales turnover of Rs.
58676crore and profits of Rs. 7976.48 for the year 2008-09. Indian oil is also the highest-
ranked Indian company in the prestigious Fortune 'Global 500'listing, having moved up 11TH
places to the 105TH position in 2009. It is also the 20th largest petroleum company in the
world. The Indian Oil Group of companies owns and operates 10 of India's 19 refineries with
a combined refining capacity of 60.2 million metric tons per annum (MMTPA, i.e. 1.2
million barrels per day). These include two refineries of subsidiary Chennai Petroleum
Corporation Ltd. (CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited
(BRP). Indian oil and its subsidiaries account for a 47% share in the petroleum products
market, 40% share in refining capacity and 67% downstream sector pipelines capacity in
India. The Indian oil operates the largest and the most comprehensive network of fuel stations
in the country, numbering about 17606 (15557regular ROs & 2049 Kissan Sewa Kendra). It
has also started Auto LPG Dispensing Stations (ALDS). It supplies Indane cooking gas to
over 47.5 million households through a network of 4,990 Indian distributors. Also, Indian
Oil's Research and Development Centre (R&D) at Faridabad supports, develops and provides
the necessary technology solutions to the operating divisions of the corporation and its
customers within the country and abroad. Subsequently, Indian Oil Technologies Limited - a
wholly-owned subsidiary, was set up in 2003, with a vision to market the technologies
developed at Indian Oil's Research and Development Center. It has been modelled on the
R&D marketing arms of Royal Dutch Shell and British Petroleum. Indian oil is investing Rs.
Forty-three thousand three hundred ninety-three crores (the US $10.8 billion) during the
period 2007-12 in augmentation of refining and pipeline capacities, expansion of marketing
infrastructure and product quality up-gradation as well as in integration and diversification
projects Indian Oil operates the largest and the most expansive network of petrol & diesel
stations in the country, numbering over 17,600. It reaches Indane cooking gas to the
doorsteps of over 50 million households in nearly 2,700 markets through a network of about
5,000 Indane distributors.

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 Figure 1

Indian Oil's ISO-9002 certified Aviation Service commands over 62% market share in the
aviation fuel business, meeting the fuel needs of domestic and international flag carriers,
private airlines and the Indian Defense Services. The corporation also enjoys a dominant
share of the bulk consumer business, including that of railways, state transport undertakings,
and industrial, agricultural and marine sectors. Indian oil has set up subsidiaries in Sri Lanka,
Mauritius and the United Arab Emirates (UAE), and is simultaneously scouting for new
opportunities in the energy.

PRODUCTS:

Indian oil is not only the largest commercial enterprise in the country; it is the flagship
corporate of the Indian Nation. Besides having a dominant market share, Indian oil is widely
recognised as India's dominant energy brand, and customers perceive Indian Oil as a reliable
symbol for high-quality products and services. Benchmarking Quality, Quantity and Service
to world-class standards is a Philosophy that Indian oil adheres to ensure that customers get a
truly global experience in India. Our continued emphasis is on providing fuel management
solutions to customers who can then benefit from our expertise in efficient sourcing and least
cost supplies keeping in mind their usage patterns and inventory management. The Retail
Brand template of IOC consists of Xtra Care (Urban), Swagat (Highway) and Kissan Seva
Kendra's (Rural). These brands are widely recognised as pioneering brands in the petroleum
retail segment. Indian Oil's leadership extends to its energy brands - Indane LPG, SERVO
Lubricants, Autogas LPG, Xtra Premium Branded Petrol, XtraMile Branded Diesel, Xtra
Power Fleet Card, Indian Oil Aviation and Xtra Rewards cash customer loyalty program.

 Autogas:
The fuel is marketed by Indian oil under the brand name AutoGas' Indian Oil has setup
272 Auto LPG Dispensing Stations (ALDS) covering 149 cities across India. Auto Gas

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 impacts greenhouse emissions less than any other fossil fuel when measured through the
total fuel cycle. Conversion of petrol to AutoGas helps substantially reduce air pollution
caused by vehicular emissions. The saving on account of conversion to Autogas in
comparison to gasoline is about 35-40%. Short filling times and the 35-40% saving is a
reason enough for a consumer to convert his vehicle to AutoGas.

 Aviation Fuel:
Indian Oil Aviation Service is a leading aviation fuel solution provider in India and the
most preferred supplier of jet fuel to major international and domestic airlines. Between
one sunrise and the next, Indian Oil Aviation Service refuels over 1,750 flights, that is
more than one aircraft per minute from the bustling metros to the remote airports linking
the vast Indian landscape, from the icy heights of Leh (the highest airport in the world at
10,682 ft) to the distant islands of Andaman & Nicobar.

 BITUMEN:
Indian oil produces bitumen from its refineries at Panipat, Mathura, Koyali, Haldia and
Chennai and markets it in bulk as well as packed in steel drums. Indian oil also deals
with modified Bitumen CRMB and Emulsion. CRMB is produced at Panipat, Mathura,
Koyali, Haldia and CPCL refineries. Indian oil markets Bitumen Emulsion by the brand
name Indemul, and it is made from emulsion plants located in Haldia and Panipat
refineries. CRMB and Emulsion are available both in bulk as well as in tight drums.

 XTRA PREMIUM:
It is a much sought-after fuel among discerning motorists who are in many ways
emotionally attached to their wheels. The 'Clean and Keep Clean' function of the super
cleanser additive in XTRA PREMIUM reduces deposits at the port fuel injector, intake
valve and controls combustion chamber deposits to maintain "like new" performance of
the vehicle. Regular use of XTRA PREMIUM gives the vehicle an excellent pick-up,
smoother drive, better mileage and lower emission. XTRA PREMIUM is designed not
only to optimise the performance of new generation vehicles but also rejuvenate old
vehicles to perform better. Indian Oil's XTRA PREMIUM petrol is the most massive
selling branded petrol in India.

 XTRA MILE:
Indian Oil's XTRA MILE Super Diesel, the leader in the branded diesel segment, is
blended with world-class multi-functional fuel additives. Commercial vehicle owners
choose XTRA MILE because they see a clear value benefit in terms of superior mileage,
lower maintenance costs and improved engine protection. A growing section of
customers who own diesel automobiles, both in the 'lifestyle' and 'passenger' category,
prefer XTRA MILE as a fuel for its added and enhanced performance. XTRA MILE has

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 brought in considerable savings in the high mileage commercial vehicles segment.
Transport fleets that operate a large number of trucks crisscrossing.

 INDANE GAS:
Indane is today one of the largest packed-LPG brands in the world and has been
conferred the coveted Consumer Superbrand 'status by the Superbrands Council of India.
Having launched LPG marketing in the mid-60s, Indian oil has been credited with
bringing about a kitchen revolution, 'spreading warmth and cheer in millions of
households with the introduction of the clean and efficient cooking fuel. It has led to a
substantial improvement in the health of women, especially in rural areas by replacing
smoky and unhealthy chulha. Indane is today an ideal fuel for modern kitchens,
synonymous with safety, reliability and convenience. With the status of an entire
business vertical within the corporation, the Indane network delivers 1.2 million
cylinders a day to the doorsteps of over 53 million households, making Indian Oil the
second largest marketer of LPG globally, after SHV Gas of The Netherlands. Indane is
available in compact 5 kg cylinders for rural, hilly and inaccessible areas, 14.2 kg
cylinders for domestic use, and 19 kg and47.5 kg for commercial and industrial use.

 SERVO LUBRICANTS AND GREASES:

Indian Oil's SERVO is the brand leader among lubricants and greases in India and has
been conferred the ―Consumer Superbrand status by the Superbrands Council of India.
With over 500 commercial grades and 1,500 formulations encompassing every
conceivable application, SERVO serves as a one-stop-shop for complete lubrication
solutions in the automotive, industrial and marine segments. Recognised for cutting-edge
technology and high-quality products, SERVO is backed by Indian Oil's world-class
R&D and an extensive blending and distribution network. In the retailing segment,
besides Indian Oil petrol stations, SERVO range of lubricants is available through a
network of SERVOXPRESS stations, bazaar outlets and thousands of auto spare parts
shops across the country.

 MARINE FUELS AND LUBRICANTS:

Indian oil caters to all types of bunker fuels and lubricants required by various types of
vessels operating throughout the world in the shipping industry. Bunker supplies are
made at all major ports of India; Mumbai, Kandla, Vasco, Chennai, Tuticorin, Vizag,
Cochin, New Mangalore, Kolkata, Paradip, JNPT, Port Blair and Haldia. Apart from
Indian Navy, whose 100% bunker requirement is met by Indian oil, it also supplies
bunker fuels to all major shipping and dredging companies of India. Spot requirement of
different vessels calling at Indian ports are met through nominations received from local
shipping agents and international bunker traders/brokers.

 PETROCHEMICALS:
India is amongst the fastest growing petrochemicals markets in the world. Taking this
into consideration and to enhance its downstream integration, Indian oil is focusing on

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 increasing its presence in the domestic petrochemicals sector besides the overseas
markets through systematic expansion of customer base and innovative supply logistics.
Petrochemicals have been identified as a prime driver of future growth by Indian oil. The
corporation is envisaging an investment of Rs 30,000crore in the petrochemicals business
in the next few years. These projects will utilise product streams from the existing
refineries of Indian oil, thereby achieving better exploitation of the hydrocarbon value
chain.

 SPECIAL PRODUCTS:
Other than the regular petroleum products like light distillates, middle distillates, heavier
products like Furnace Oil, Bitumen, etc., Indian Oil refineries also manufacture
petroleum products for specific applications. These particular applications could be the
feedstock for the chemical industry, the raw material for particular sectors and solid
fuels. The petroleum products, produced for specific applications are called
'Petrochemicals and Specialties (P&S) Products'.

 SUPERIOR KEROSINE OIL:

Kerosenes are distillate fractions of Crude Oil in the boiling range of 150-250°C. They
are treated mainly for reducing aromatic content to increase their smoke point (height of
a smokeless flame) and hydro fining to reduce sulphur content and to improve odour,
colour & burning qualities (char value. Kerosene is used as a domestic fuel for
heating/lighting and also for the manufacture of insecticides/herbicides/fungicides to
control pest, weeds and fungi. Since kerosene is less volatile than gasoline, an increase in
its evaporation rate in domestic burners is achieved by increasing the surface area of the
oil to be burned and by increasing its temperature—the two types of burners which
perform this fall into two categories namely vaporisers & atomisers. The Indian Standard
governing the properties of kerosene are IS1459:1974 (2nd Rev).

 CRUDE OIL:
Crude oil - as petroleum directly out of the ground is called - is a remarkably varied
substance, both in its use and composition. Crude oil is formed from the preserved
remains of prehistoric zooplankton and algae, which have been settled to the sea (or lake)
bottom in large quantities under anoxic conditions. It was formed over millions of years
from the remains of tiny aquatic plants and animals that lived in ancient seas due to
compression and heating of ancient organic materials over geological time. The oldest
oil-bearing rocks date back to more than 600 million years, the youngest being as old as
about 1 million years. Crude oil from an area in which crude oil's molecular
characteristics have been determined and the oil has been classified are used as pricing
references throughout the world. These references are known as Crude oil benchmarks.
After considering the availability of indigenous crude oil, balance crude oil is required to
be imported. Indian Oil sources its natural oil requirement from the Far East, Gulf region,
Mediterranean, West Africa and Latin American sources.

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 Figure 2

Purpose of the Study:

 To study the profitability of Quick Oil Change Machine (ROI)
 Factors affecting consumer buying decision of lubricants and suggesting measures to
increase the sales via retail outlets

Context of the Study:

SERVO was launched by Indian Oil, India's flagship petroleum refining and marketing
company, in 1972. The Brand entered the market in collaboration with Mobil. Two years
later, when the partnership ended, SERVO went into an expansion mode. It developed an
extensive marketing infrastructure, supported by one of Asia's most advanced research and
development centres.

In terms of volumes as well as value, SERVO is India's single largest oils & lubes brand. Over
the years, it has established its authority and, on the strength of its proven quality, has built
excellent relationships with automobiles and speciality engine manufacturers. With
recommendations from leading companies such as Maruti, Hyundai, TATA, Mahindra &
Mahindra, Ashok Leyland, Force Motors, Endurance TAFE, Swaraj Tractor, Eicher Tractors,
International Tractors Limited, Dalian Locomotives, Gabriel, Volvo-Eicher (VECV),
Timken, Renault-Nissan, Volkswagen, Skoda, Bentley, Bugatti, Lamborghini, Porche,
Ducati, Audi, Seat, VST Tillers, Honda (2W) etc., it is the Brand of choice and an original
equipment supplier to most of them.

Over the years the sale of lubricants from retail stores has reduced due to inclination towards
Bazar Trade. And as a measure towards the same, the company has started installing Quick
Lube Oil Change Machine at Retail Outlets. So, to understand the customer buyer behaviour

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better & determine the profitability of the Quick Oil Change Machine, studies were
conducted.

Significance of the Study

The study helped IOCL to identify the touchpoints during the purchasing process are placed
first, then using marketing research methodologies measurement of experience of IOCL's
customers during the process is taken and good recommendations were given based in the
findings. The suggestions are to increase the sales of lubricant oils at retail stores. The other
study also conducted to find the profitability of Quick Oil Change Machines.

Chapter 2: Literature Review

The tremendous increase in the sales of vehicles, and the massive demand for lightweight
vehicles, a considerable potential for automobile lubricants are being created. Economic
growth has already been a significant reason for increase on-road vehicles, and thus vehicle
maintenance is boosting lubricant sales. The application of Indian industrial lubricants in the
automotive and oil & gas sector is the crucial application which will grow with a CAGR of
around 7% through to 2025. 
There are key seven players. The top three players account for around 50% of the market
studied. The top companies have been utilising competitive strategies and investments to
retain and expand their shares. Major players in the market include Castrol Limited (BP),
Bharat Petroleum Corporation Limited, Gulf Oil International, HPCL, and Indian Oil
Corporation Ltd, among others .
With the growth in recommendations from Original Equipment Manufacturer about the usage
of lubricant products like synthetic/semi-synthetic oil.
Looking at the enormous future potential in the fuel marketing segment, several global
players have evinced interest to enter the Indian fuel retail segment. British Petroleum has
secured a license to open 3,500 retail stations. Total SA and Saudi Aramco are also exploring
opportunities. These players can develop a sizeable customer base, with their aggressive
marketing, branding and international quality of services
Private players (existing and upcoming) are expected to add 6,000-8,000 outlets by 2020-21.
This will enable them to garner a market share of 12-15% in terms of outlets and 13-16% in
terms of volume of fuel sold as they continue to focus on high throughput areas. PSU OMCs
are expected to focus on expanding into rural segment along with the expansion of network
along the highways; private players are expected to concentrate majorly in the highway
segment. As a result, PSU OMCs will continue to dominate the rural segment, with 99% of
the total outlets in this segment. Private players' share in the part of the highway is expected
to move up to 25% by 2020-21 from the current 13%

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 Chapter 3: Profitability of Quick Oil Change Machine

Purpose of study: To study the profitability of Quick Oil Change Machine (ROI)

Quick Oil Change Machines employs a patented process which uses vacuum technology to
extract waste oil and impurities from the oil chamber of all vehicles; thus, reducing pollution
from vehicle and improving its performance manifolds. These can be found at various Indian
Oil Retail Outlets for lubricant services. It has helped in increasing the sales of lubricants
across company retail outlets.
Table 1

FEEDBACK

Retail Outlets Profitable Machine

Improves vehicle mileage

Customers
and smooth driving

Return on Investment
Table 2

Particulars Amount

Cost of Machine Rs. 25000

Maintenance Cost (12 months) Rs. 18000

Average customers per day 12

Revenue per sales Rs. 40 1,75,200

Revenue generated in a year

Return On Investment (Before Breakeven Point) = 1,75,000 – (25,000+18,000) / 25,000

= 5.28%

Once, the Break-even point is reached the estimated return on Investment would be 8% p.a.

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 Break-Even Point
Table 3

Break even quantity = Fixed costs / (Sales price per unit – Variable cost per unit)

= 25,000 / (40 – 5)

= 715 Units Approx.

Therefore, given the fixed costs, variable costs, and selling price of the service,
Company would need to provide 715 services to break even i.e. around 2 Months.

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Chapter 4: Research Methods and Procedures (Study II)

Purpose of the study: Factors affecting consumer buying decision of lubricants and
suggesting measures to increase the sales via retail outlets

Research Design:

Research Objective 1: To determine whether Price affects the consumer buying behaviour
of lubricants

Research Objective 2: To determine whether Packaging affects the consumer buying

behaviour of lubricants

Research Objective 3: To determine whether Product Availability affects the consumer

buying behaviour of lubricants

Research Objective 4: To determine whether Past Product Experience affects the consumer
buying behaviour of lubricants

Research Objective 5: To determine whether Offers/Discounts affects the consumer buying

behaviour of lubricants

Research Objective 6: To determine whether Brand affects the consumer buying behaviour
of lubricants

Research objectives crystallisation steps:

Table 4

S. No Management P/O Situational Model Spec for info

clarifications Analysis Development requirements
1. Price  Premium 0.2  Income
 Economy  Occupation
 Value for
Money
2. Packaging  Informativ 0.2  Visibility
e  Ease of Use
 Attractive
(Attention)

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 3. Product Availability  Retail 0.1  Offline
Outlets Stores
 Mechanic  Service
Shops Centres
4. Past Experiences  Good 0.2  Functioning of
 Bad Product
 User Experience
5. Offers  Discounts 0.1  Attract
 Free goods customers
6. Brand  Very 0.2  Brand
reputed awareness.
 Moderate  Brand
reputation Loyalty
 Low   The
reputation emotional
value of the
Brand

Variables of Interest:

Variables of Interest of Research Objective 1: Income, Occupation

Variables of Interest of Research Objective 2: Visibility, Information Availability

Variables of Interest of Research Objective 3: Convenience, Nearby availability

Variables of Interest of Research Objective 4: Reuse, Switch to different product

Variables of Interest of Research Objective 5: Discount & Offers

Variables of Interest of Research Objective 6: Brand Awareness, Loyalty and Emotional

Value of Brand

Data collection:

1. Scaling Technique:
Used Ordinal Scale (Strongly Agree – Strongly Disagree) to scale response over the
questionnaire

2. Sampling Plan:
We focused on Lubricant Users in Jaipur
3. Data Analysis:

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Collected data via survey forms from93 customers and used Qualitative Techniques to
analyse data

Research Questions:

1. Name
2. Gender
3. Occupation
4. Age (years)
5. Which type of automotive fuel do you use in your vehicle?
6. Which type of automotive fuel do you use in your vehicle?
7. Lubricants are often bought solely based on the Price at which it is offered
8. Lubricants are often bought solely based on the Price at which it is offered
9. Recommendations offered by car mechanics and advertisements/campaigns/promotions
of the companies play a considerable role during the buying process
10. Lubricants are often purchased spontaneously, i.e. impulsively
11. The buying decision is dependent on the ease and availability of lubricants in the outlets 
12. Choosing a lubricant which has been recommended as excellent in terms of performance
as opposed to the product that is currently being used is easy
13. Trust about a particular brand of lubricant is an influencing factor in its buying decision
14. New Brand of lubricants launched in the market with better features than the current lot
have more chances of being bought
15. A particular brand of lubricant based on the loyalty it has to offer concerning the features
and the performance it delivers has more chances of being bought
16. Past and current experiences contribute to a great deal in deciding the lubricant to be
bought
17. Price discounts, extra features and other additional benefits influence the buying
behaviour for a particular brand of lubricant

Results

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  Gender Diversity among Respondents

Gender

18%

82%

Male Female

Figure 3

 Occupation of Respondents

Occupation

12%

38%
24%

27%

Service Student Business Home Maker

Figure 4

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  Age of Respondents

Age

12%
29%

29%

29%

18-25 26-35 36-45 Above 45

Figure 5

 Petrol/Diesel

41%

59%

Diesel Petrol

Figure 6

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  Lubricant Brands

Brands

13%
32%

47% 8%

SERVO HP Lube Castrol MAK Lubricants

Figure 7

 Purchase dependency on Price

Price
60

50 52.9

40

30 32.4

20

14.7
10

0
Strongly Agree Neutral Strongly Disagree

Figure 8

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  Does Packaging affect the purchase decision

Packaging
80

70
70.5
60

50

40

30

20 23.5

10
5.9
0
Strongly Agree Neutral Strongly Disagree

Figure 9

 Effect of mechanics recommendations

Recommendations by Mechanics
80

70
70.5
60

50

40

30

20
17.6
10 11.7
0
Strongly Agree Neutral Strongly Disagree

Figure 10

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  Impulsive Purchase

Impulsive Purchase
45
40 41.2
35
35.3
30
25
23.5
20
15
10
5
0
Strongly Agree Neutral Strongly Disagree

Figure 11

 Effect of availability on the purchase

Availability on Outlets
70

60
58.8
50

40

30

20 23.5
17.6
10

0
Strongly Agree Neutral Strongly Disagree

Figure 12

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  How likely are respondents to adapt to a new product

Adoption to new production

80

70
67.6
60

50

40

30

20
17.6
10 14.7

0
Strongly Agree Neutral Strongly Disagree

Figure 13

 Effect of Brand Influence on purchase

Brand Influence
45
40 41.2
35
30
29.4 29.4
25
20
15
10
5
0
Strongly Agree Neutral Strongly Disagree

Figure 14

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  How likely respondents switch to a new brand

Adoption to new brand

60

50 53

40

30 32.4

20

14.7
10

0
Strongly Agree Neutral Strongly Disagree

Figure 15

 Effect of Brand Loyalty on Purchase

Brand Loyalty
80

70
70.5
60

50

40

30

20
20.6
10
8.8
0
Strongly Agree Neutral Strongly Disagree

Figure 16

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  Effect of Past purchases

Past Experiences
80

70 73.5

60

50

40

30

20
17.6
10
8.8
0
Strongly Agree Neutral Strongly Disagree

Figure 17

 Effects of Discounts on the purchase

Discounts & Other Benefits

80

70
67.7
60

50

40

30

20
17.7
10 14.7

0
Strongly Agree Neutral Strongly Disagree

Figure 18

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Chapter 5: Findings

 52.9% of respondents agree Price of lubricants affect the purchase

 70.5% of respondents agree attractive Packaging of lubricants affect the purchase
 70.5% of respondents agree recommendation by mechanics affect the purchase
 58.8% of respondents agree availability on outlets affect the purchase
 41.2% of respondents agree Brand trust influence affect the purchase
 67.6% of respondents agree it's easy to adapt to a new product if offers better
performance
 70.5% of respondents said loyalty towards a particular brand affects the purchase of
lubricant
 53% of respondents agree adopting a new brand is easy
 67.7% of respondents agree Price discounts & other extra benefits influence the
buying behaviour for a particular brand of lubricant
 73.5% of respondents said Past and Current experiences contribute as a deciding
factor for lubricants

Figure 19

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Chapter 6: Recommendations

 Effective & Attractive Packaging: As packaging option attracts buyers, a more

detailed and effective packaging must be implemented
 Collaborate with Mechanics: As serviceman highly responsible for purchases at
Bazar trade useful and profitable collabs should be introduced
 Product Availability: Products must be made available across various outlets
 Past Experiences: As user choices are dependent on their past experiences it's
essential that the functioning and performance of the product is better than
competitors
 Discounts: Offers on purchases are an excellent option to lure and retain consumers
 Loyalty Programs: Special benefits for long term loyal customers

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References:

https://www.industryarc.com/Report/18243/indian-industrial-lubricants-market-research-report-
analysis.html#:~:text=The%20increasing%20sales%20of%20vehicles,major%20demand%20for
%20automotive%20lubricants.&text=Furthermore%2C%20the%20demand%20for%20Indian,period
%20of%202019%20to%202025.

https://www.mordorintelligence.com/industry-reports/india-lubricants-market

https://www.valuemarketresearch.com/report/automotive-lubricant-market

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