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. Muzaffarpur 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,
Muzaffarpur, 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. Here, the practical during summer vacation is of prime to the
Faculty of Management for the purpose of evolution of final (4rth Semester)
examination assist the paper in order to complete in M.B.A. course of the
academic curriculum.

This dissertation imparts a deductive and prescriptive discussion on the duly on

Sales Promotion (with reference to BIRLA Tyres Ltd. Marketing division,
Muzaffarpur) in comprehensible and concise way............ on the basis of the
training, which was done by me in marketing division of BIRLA Tyres Ltd.,
Muzaffarpur. The report has been written for main of marketing as well as the
consumer, Marketing is the lifeblood of any organization to run fast. So
marketing starts right from the time of production. Marketing is nothing but first
to assess the market and then to access the market. The present study is entitled
to the study on Sales Promotion of BIRLA Tyres have been determined.

The whole study has been done to a particular area i.e. Muzaffarpur. Simplicity
is the main feature of this report from beginning to end so that even a non-
marketing man can take advantage of it.

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.
It has been endeavor of BIRLA to strive for open channel communication to
keep the bellow member a breast 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 Page No.

Chapter 01. Introduction to the study

a) Objectives of the Study

b) Scope of the Study

c) Methodology of the Study

d) Limitation of the Study

Chapter 02. Introduction to the Organization

a) History of the Organization

b) Financial Status of the Organization

c) Product Profile

e) Competitors of the Organization

Chapter 03. Organizational Structure of BIRLA Tyres Ltd. at

Muzaffarpur.

Chapter 04. A Theoretical Aspect of Brand Image with respect to

Price Leadership.

Chapter 05. Data Analysis and Interpretation

Chapter 06. Conclusions & Suggestions

 Questionnaire

 Bibliography
 Chapter 1

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 "Master of

Business Administration" the trainee has done this summer project in the
marketing division of BIRLA TYRES LTD. Muzaffarpur. 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
Muzaffarpur.

The study centered to take strategic decisions in support of BIRLA

TYRES in the field of marketing. The main scope of this study is to ascertain
various methods to increase the sales volume of the concern. The method
includes regular product information to the buyers, creating a brand position in
the market and taking measures to make the brand remain in its position. One of
the important aspects of this study is also to increase the market segment for the
products.
 (a) Objective of the Study:-

Such a study is part of my curriculum to complete management Studies, I have

to complete this part also. So while taking part in the practical exposure by
joining BIRLA Tyres Limited for six weeks training. I am fulfilling the
objectives of my curriculum.

During this practical exposure of Six Weeks. I have collected some

important information for (about) BIRLA Tyers ltd. at Muzaffarpur. This is
important of management. This increase penetrability in the market. In any
marketing job this forms one of the important tools and therefore to know the
utility of such a tool is definitely one of the important aims of this study.

 The main objective of study is to present conclusion and necessary

suggestions regarding consumer awareness relating to BIRLA Tyres.

 The purpose of the study is to explore the market of BIRLA Tyres Ltd.

and betterment of its Sale.

 The objective of study is to describe the unique characteristics of BIRLA

Tyres in Comparison to others.

 To collect the information and their attitude from Tyres customers.

 To know the awareness level of customers of BIRLA Tyres specially.

 To collect their ideas about future purchasing of BIRLA Tyres.

 The objective of the study is to develop sound inter personal relation to

get maximum output both customer and producer of BIRLA Tyres.

 To know the latest grievance of Customers.

 b) Scope of the Study

The scope of marketing research can be pointed out by a single word,

"Consumer Preference". It can be termed as the balance wheel as the marketing
system which harmonies the study and demand factors.

 Marketing survey has wide scope and covers all aspects of marketing.
Broadly its scope can be classified in the following categories :-

 It is concerned with product of BIRLA Tyres.

 It is concerned with Sales and Distribution of BIRLA Tyres.

 Research on Promotional Policies of BIRLA Tyres

 Research on pricing of BIRLA Tyres.

 Business Economics Research of BIRLA Tyres

 It is concerned with Buying behaviour of BIRLA Tyres.

 Last but not the least Brand Image of BIRLA in market

 c) Methodology of the 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 Muzaffarpur market being sent by

BIRLA Tyres Ltd. Muzaffarpur 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.
 (D) Limitation Of The Study

In Summer Project this study has some limitations when I joined the company
that time DM was too much busy with his own assignments as it was the period
where market was witnessing a lot dynamic changes like :- (i) Unusual price
increase like 8-10% in last 3 months.

(ii) All of a sudden underload restriction was imposed by the Govt. of Bihar
e.g. Golden Card (which was a govt. authorised taken for overload) was
withdrawn for transporters.

Under these circumstances or critical situations I face difficulties which may

affect my report directly or indirectly.
 Chapter 2

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 multi-brand 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 heavy-
load applications
Optimised shoulder mass ensures cooler
running and improved performance

Technical Details

Reinforced bead for better load-carrying capacity

Cap and base construction for higher mileage

Cooler-running tyre for improved life and
multiple retreads

Technical Details

High mileage in normal load applications

Cooler-running tyre ensures long life and more
retreads

Technical Details
Extra deep tread with cooler running for high
mileage
Superior cut-resistant tread compound ensures
smooth wear and high casing value

Technical Details

Superior cut-resistant tread compound ensures

longer life and maximum casing value
Stronger casing for high loads and multiple
retreads

Technical Details

Designed for highway applications with excellent

traction in wet and dry conditions
Provides good cornering and braking
Design material provides longer life and wear-
resistance

Technical Details
Excellent road grip and traction
Designed for strength
Reinforced casing and material ensures longer
life and multiple retreadability

Technical Details

Unique design provides extra power and

resistance to cuts and cracks
Reinforced casing for high retredability and high
mileage
Provides excellent road grip and traction

Technical Details
Performs well on both-carrying capacity
Higher load-carrying capacity
Excellent casing for multiple retreads

Technical Details

Strong casing with stronger beads allows higher

load-carrying capacity
Cooler running ensures minimal failures
Strong carcass for multiple retreads

Technical Details
LUG

Over Load Technology

Loadstar Super

Key Features :

Load capability

Cut Resistance

Low failures

Casing Value

Cargo :

Sand/Stone chips Marble/Granite

Ores/coal Steel & iron

Wood

Loadstar Super Gold

Key Features :

Load capability

Cut Resistance

Low failures

Casing Value

Cargo :

Sand/Stone chips Marble/Granite

 Ores/coal Steel & iron

Wood

Load & Mileage Technology

XT-7

Key Features :

Durable/Mileage

Load carrying capacity.

Less down time

Cut resistance

Casing value

Cargo :

Cement Frozen food

Agri products Aluminium/ Copper

Auto spares Potatoes

Textiles

Range..
.
XT-7 Haulug

Key Features :

Durable/Mileage

Load carrying capacity.

Less down time

Cut resistance

Casing value

Cargo :

Cement Frozen food

Agri products Aluminium/ Copper

Auto spares Potatoes

Textiles

XT-7 Gold

Key Features :

Durable/Mileage

Load carrying capacity.

Less down time

Cut resistance

Casing value

Cargo :

Cement Frozen food

Agri products Aluminium/ Copper

Auto spares Potatoes

Textiles
Premium Mileage Technology

XT-9

Key Features :

High Mileage

Very Low failures

Casing Value

Retreadibility

Price

Cargo :

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers

XT-9 Gold

Key Features :

High Mileage

Very Low failures

Casing Value

Retreadibility
 Price

Cargo :

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers
Regular Mileage Technology

Champion

Key Features :

Optimum Mileage

Retreadability

Price

Cargo :

Vehicle carrier Parcel Services

Petroleum products LPG Cylinders

Live stock

Range..
.
Champion DXL

Key Features :

Optimum Mileage

Economic in Price

Better Casing Value

Cargo :

Bus Passengers

Live & Stocks/Chicken

feeds/Chicken

Champion Gold

Key Features :

Optimum Mileage

Retreadability

Price

Cargo :

Vehicle carrier Parcel Services

Petroleum
LPG Cylinders
products

Live stock
RIB

Load & Mileage Technology

Amar

 Low failures

 Durable/Mileage

 Cut resistance

 Casing value

Cargo

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers
Amar Deluxe

 Low failures

 Durable/Mileage

 Cut resistance

 Casing value

Cargo

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers
Premium Mileage Technology

Amar Gold

 Low failures

 Durable/Mileage

 Cut resistance

 Casing value

Cargo

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers
Regular Mileage Technology

Amar AT Rib

 Low failures

 Durable/Mileage

 Cut resistance

 Casing value

Cargo

Veg & fruits FMCG Goods

White goods Paper goods

Sundry Cargo Sea Food

Chemicals/Fertilizers
 (d) Competitors of the Organization

 List of competitors

CEAT
MRF

BRIDGESTONE
DUNLOP

J.K.Tyre

OTHERS

GOODYEAR
BIRLA
 Chapter 2

ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.

ORGANIZATIONAL STRUCTURE OF BIRLA Tyres Ltd.

(Head, Zonal Heads and Divisional Heads)

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

C h ie f O p e ra tin g O ffic e r

C h ie f In d ia n O p e ra tio n s

C h ie f C h ie f C h ie f C h ie f C h ie f S tra te g y C h ie f C h ie f
F in a n c ia l R esearch & G ro u p A d v is o ry P ro je c ts & M a rk e tin g H R
O ffic e r T e c h n o lo g y S e rv ic e s B u s in e s s O p e ra tio n s

H ead H ead C h ie f H ead IT

In te rn a l P u rch ase U n it H e a d C o rp o ra te
A u d it M anager L im d a P la n t D iv . H e a d A ffa irs
C o rp o ra te Q u a lity
R e la tio n s
U n it H e a d
K e ra la F a c to rie s

U n it H e a d
P u n e P la n t
 NATIONAL SALES ORGANIZATION CHART

NSH NCH NTH

DIV.M
DCM RTSM

ZM

ZCM STSM→RM/SM
RM

SM

RCI TE/PSE→DM

DM

IT
SCI

DCI

JCO
 Chapter 3

A THEORETICAL ASPECT OF BRAND IMAGE WITH

RESPECT TO PRICE LEADERSHIP
 A THEORETICAL ASPECT OF BRAND IMAGE WITH
RESPECT TO PRICE LEADERSHIP

A brand is a collection of images and ideas representing an economic producer;

more specifically, it refers to the descriptive verbal attributes and concrete
symbols such as a name, logo, slogan, and design scheme that convey the
essence of a company, product or service. Brand recognition and other reactions
are created by the accumulation of experiences with the specific product or
service, both directly relating to its use, and through the influence of advertising,
design, and media commentary. A brand is a symbolic embodiment of all the
information connected to a company, product or service. A brand serves to
create associations and expectations among products made by a producer. A
brand often includes an explicit logo, fonts, color schemes, symbols and sound
which may be developed to represent implicit values, ideas, and even
personality. The key objective is to create a relationship of trust.

The brand, and "branding" and brand equity have become increasingly important
components of culture and the economy, now being described as "cultural
accessories and personal philosophies".

In non-commercial contexts, the marketing of entities which supply ideas or

promises rather than product and services (e.g. political parties or religious
organizations) may also be known as "branding".
Concepts

Some marketers distinguish the psychological aspect of a brand from the

experiential aspect. The experiential aspect consists of the sum of all points of
contact with the brand and is known as the brand experience. The
psychological aspect, sometimes referred to as the brand image, is a symbolic
construct created within the minds of people and consists of all the information
and expectations associated with a product or service.

Marketers engaged in branding seek to develop or align the expectations behind

the brand experience (see also brand promise), creating the impression that a
brand associated with a product or service has certain qualities or characteristics
that make it special or unique. A brand is therefore one of the most valuable
elements in an advertising theme, as it demonstrates what the brand owner is
able to offer in the marketplace. The art of creating and maintaining a brand is
called brand management. This approach works not only for consumer goods
B2C (Business-to-Consumer), but also for B2B (Business-to-Business), see
Philip Kotler & Waldemar Pfoertsch.

A brand which is widely known in the marketplace acquires brand recognition.

When brand recognition builds up to a point where a brand enjoys a critical mass
of positive sentiment in the marketplace, it is said to have achieved brand
franchise. One goal in brand recognition is the identification of a brand without
the name of the company present. For example, Disney has been successful at
branding with their particular script font (originally created for Walt Disney's
"signature" logo), which it used in the logo.
Consumers may look on branding as an important value added aspect of
products or services, as it often serves to denote a certain attractive quality or
characteristic (see also brand promise). From the perspective of brand owners,
branded products or services also command higher prices. Where two products
resemble each other, but one of the products has no associated branding (such as
a generic, store-branded product), people may often select the more expensive
branded product on the basis of the quality of the brand or the reputation of the
brand owner.

Brand name

The brand name is often used interchangeably with "brand", although it is more
correctly used to specifically denote written or spoken linguistic elements of a
brand. In this context a "brand name" constitutes a type of trademark, if the
brand name exclusively identifies the brand owner as the commercial source of
products or services. A brand owner may seek to protect proprietary rights in
relation to a brand name through trademark registration. Advertising
spokespersons have also become part of some brands, for example: Mr. Whipple
of Charmin toilet tissue and Tony the Tiger of Kellogg's.

The act of associating a product or service with a brand has become part of pop
culture. Most products have some kind of brand identity, from common table
salt to designer clothes.

Brand identity

How the brand owner wants the consumer to perceive the brand - and by
extension the branded company, organisation, product or service. The brand
owner will seek to bridge the gap between the brand image and the brand
identity.[2] Brand identity is fundamental to consumer recognition and
symbolizes the brand's differentiation from competitors.

Brand identity may be defined as simply the outward expression of the brand,
such as name and visual appearance.[3] Some practitioners however define brand
identity as not only outward expression (or physical facet), but also in terms of
the values a brand carries in the eye of the consumer. In 1992 Jean-Noel
Kapferer developed the Brand Identity Prism, which charts the brand identity
along a constructed source and constructed receiver axis, with externalization on
the one side and internalization on the other. On the externalization side brand
identity consists of "physical facet", "relationship" and "reflected consumer". On
the internalization side brand identity consists of "personality", "culture
(values)" and "consumer mentalisation". In this respect Kapferer positions brand
personality as one factor within brand identity.

Brand personality

Brand personality is the attribution of human personality traits to a brand as a

way to achieve differentiation. Such brand personality traits may include
seriousness, warmth, or imagination. Brand personality is usually built through
long-term marketing, as well as packaging and graphics.

Brand promise

Brand promise is a statement from the brand owner to customers, which

identifies what consumers should expect from all interactions with the brand.
Interactions may include employees, representatives, actual service or product
quality or performance, communication etc. The brand promise is often strongly
associated with the brand owner's name and/or logo.

Brand value

Brand equity or brand value measures the total value of the brand to the brand
owner, and reflects the extent of brand franchise.

A brand can be an intangible asset, used by analysts to rationalize the difference

between a company's "book value" and market value. For example, the market
value of a company can far exceed its tangible assets (physical assets owned by
the company, such as stock or machinery), and its brand value can account for
some of the difference. Up to 85 percent of a company’s 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 company’s 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 company’s 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 brand’s 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 anti-brand movement.
Other brands which are thought to follow a no-brand strategy like Muji, does not
brand its products.

Derived brands

In this case the supplier of a key component, used by a number of suppliers of

the 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)..

**********
 Chapter 4

DATA ANALYSIS AND INTERPRETATION

 DATA ANALYSIS AND INTERPRETATION

Due to rapid changes in Technology, Competitor and Consumer preferences a

company can not to stick solely with its existing products and services.
Customers want the new and improved product that comes about competitor. A
company may obtain new product development in company's own research and
development. To serve this purpose "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 No. of Respondents

BIRLA 60

MRF 50

J.K. 35

Ceat 25

Birla 20

Others 10
 Brand of Tyres you use in Lug Pattern

5%
10%
29%
13%

18%
25%

Apollo MRF J.K. Ceat Birla Others

 2. Which Brand you use in RIB Pattern ?

Company Name No. of Respondents

BIRLA 60

MRF 50

J.K. 35

Ceat 25

Birla 20

Others 10
 Brand of Tyres you use in Rib Pattern

5%
10%
29%
13%

18%
25%

Apollo MRF J.K. Ceat Birla Others

 3. In case of BIRLA, rank the following ?

Company Name Ranking Percentage

Quality 1 52%

Mileage 2 25%

Retred ability 3 10%

Claim Settlement 4 8%

Price 5 5%
 4. In case of other Brand what is the reason for choosing other brand ?

Reason No. of Respondents

Price Sensitivity 65

Mileage 55

Service (after sale) 45

Credit 35
 In case of other Brand what is the reason for
choosing other brand

18%
32% Price Sensitivity
Mileage
Service (after sale)
23%
Credit
27%
 5. Have you heard 2 days "Claim Samadhan" by BIRLA ?

No. of Respondents

yes 150

No 50
heard 2 days "Claim Samadhan" by Apollo

25%
Yes
75% No
 6. Your Purchase on :

No. of Respondents

Cash 50

Credit 50

Both 100

Your Purchase on

25%

Cash
Credit
50% Both

25%
 7. Does Company's Dealer help in choosing the Brand as per your
requirement ?

No. of Respondents

Yes 50

No 100

Both 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 Sales Tyres %

BIRLA 104 52%

MRF 50 25%

J.K. 20 10%

Ceat 16 8%

Birla 10 5%

Total 200 100%

 Market share of different company in Muzaffarpur

8%
5%

25% 52%

10%

Apollo J.K. MRF Birla Ceat

MARKET SHARE OF AS PER FITTMENT SURVEY

Company Name Fitted Tyres % Share

BIRLA 200 50%

MRF 98 24.50%

J.K. 35 8.75%

Ceat 19 5%

Birla 18 4.50%

Other 30 7.50%

Total 400 100%

MARKET SHARE AS PER FITTMENT SURVEYINLOCAL
MARKET FOR LUG

Company Name LUG % Share in lug tyres

BIRLA 100 50%

MRF 50 25%

J.K. 20 10%

Ceat 10 5%

Birla 10 5%

Other 10 5%

Total 200 100%

MARKET SHARE AS PER FITTMENT SURVEYINLOCAL
MARKET FOR RIB TYRE

Company Name RIB % Share in lug tyres

BIRLA 100 50%

MRF 48 24%

J.K. 15 7.5%

Ceat 9 4.5%

Birla 8 4%

Other 20 10%

Total 200 100%

 Chapter 6

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 - Kotler Philip

Statistical Investigation - Gupta B.N.

Monitoring the competition - Leonard. M. Fuld

Consumer behavior and action - Assel Henry

Magazines and Reports

Business World

Business India

Advertising Marketing

www.BIRLAtyres.com
 Questionnaire

(1) Name of respondent: ......................................................................

(2) Address : ..............................................................................................

..............................................................................................................

(3) Contact No. : .......................................................................................

(4) How many vehicle you have (LCV/SCV) ?

(a) 1 (b) 2 (c) 3

(d) 4 (e) above 4

(5) Which Brand of tyres you use in Lug Pattern ?

(a) BIRLA (b) MRF (c) J.K.

(d) Ceat (e) Birla (f) Others

(6) Which Brand you use in Rib Pattern ?

(a) BIRLA (b) MRF (c) J.K.

(d) Ceat (e) Birla

(7) In case of BIRLA, rank the following according to priority :-

a) Mileage ............................

b) Price ............................

c) Quality ............................

d) Retread ability .........................

 e) Claim Settlement .....................

(8) In case other brand what is the co region for choosing other brand

a) ................................... b) ......................................

c) ....................................... 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)

