HPCL marketing internship report about Drive track plus program
VenkatasaiMalla
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Sep 02, 2024
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About This Presentation
HPCL marketing internship report
Slide Content
1
A
Project on
SOP IN RETAIL OUTLET OPERATIONS AND SURVEY ON
CUSTOMER SATISFACTION SURVEY TOWARDS DRIVE TRACK
PLUS PROGRAM
With reference to HINDUSTAN PETROLEUM CORPORATION LIMITED,
Visakhapatnam.
Project Report submitted in partial fulfilment for the award of the degree Of
MASTERS OF BUSINESS ADMINISTRATION
Submitted by
MALLA VENKATA SAI
Regd No. VP22MGMT0100133
Under esteemed guidance
Of
Prof. T. Venkateswarlu
Professor
Department of Master of Business Administration
GITAM School of Business
GITAM (Deemed to be University)
(Established U/S 3 of UGC Act, 1956)
VISAKHAPATNAM (2022 -2024)
A
Project on
SOP IN RETAIL OUTLET OPERATIONS AND SURVEY ON
CUSTOMER SATISFACTION SURVEY TOWARDS DRIVE TRACK
PLUS PROGRAM
With reference to HINDUSTAN PETROLEUM CORPORATION LIMITED,
Visakhapatnam.
Project Report submitted in partial fulfilment for the award of the degree Of
MASTERS OF BUSINESS ADMINISTRATION
Submitted by
MALLA VENKATA SAI
Regd No. VP22MGMT0100133
Under esteemed guidance
Of
Prof. T. Venkateswarlu
Professor
Department of Master of Business Administration
GITAM School of Business
GITAM (Deemed to be University)
(Established U/S 3 of UGC Act, 1956)
VISAKHAPATNAM (2022 -2024)
2
TABLE OF CONTENTS
S.No CONTENTS PAGE No.
1. Title Page 1
2. Table of contents 2
3. Declaration by Student 3
4. Company Certificate 4
5. Certificate 5
6. Acknowledgment 6
7. Chapter 1: Theoretical framework
1.1 Marketing Mix
1.2 Customer relation management
1.3 Supply chain management
1.4 Retail management
7-9
7
7-8
8
9
8. Chapter 2: Industry and company profile
2.1 Industry Profile
2.2 Company Profile
10-12
10-11
12
9. Chapter 3: Works in HPCL
3.1 DRIVE TRACK PLUS
3.1.1 Need of study
3.1.2 Objectives of study
3.1.3 Scope of study
3.1.4 Research design
3.1.5 Data collection method
3.1.6 Limitations
3.1.7 Analysis of study
3.1.8 Findings & Suggestions
3.1.9 Tables
3.1.10 Charts & Graphs
3.2: SOP in RO Operations
3.2.1 Objectives of study
3.2.2 Practices at retail outlet
3.2.3 Functions at various departments
3.2.4 Information flow
13-47
14-17
18
18
18
19
19-20
20
21-22
23-25
26-27
27-30
31
32
32-34
34-36
36-38
10. Chapter 4: Learnings from the Project 39
11. Bibliography 40
TABLE OF CONTENTS
S.No CONTENTS PAGE No.
1. Title Page 1
2. Table of contents 2
3. Declaration by Student 3
4. Company Certificate 4
5. Certificate 5
6. Acknowledgment 6
7. Chapter 1: Theoretical framework
1.1 Marketing Mix
1.2 Customer relation management
1.3 Supply chain management
1.4 Retail management
7-9
7
7-8
8
9
8. Chapter 2: Industry and company profile
2.1 Industry Profile
2.2 Company Profile
10-12
10-11
12
9. Chapter 3: Works in HPCL
3.1 DRIVE TRACK PLUS
3.1.1 Need of study
3.1.2 Objectives of study
3.1.3 Scope of study
3.1.4 Research design
3.1.5 Data collection method
3.1.6 Limitations
3.1.7 Analysis of study
3.1.8 Findings & Suggestions
3.1.9 Tables
3.1.10 Charts & Graphs
3.2: SOP in RO Operations
3.2.1 Objectives of study
3.2.2 Practices at retail outlet
3.2.3 Functions at various departments
3.2.4 Information flow
13-47
14-17
18
18
18
19
19-20
20
21-22
23-25
26-27
27-30
31
32
32-34
34-36
36-38
10. Chapter 4: Learnings from the Project 39
11. Bibliography 40
3
DECLARATION BY STUDENT
I, Malla Venkata Sai, a student of Masters of Business Administration (M.B.A.)
(2022-2024), GITAM School of Business (GSB), GITAM (Deemed to be
university), hereby declare that the project work initiated on “A Project on SOP
IN RETAIL OUTLET OPERATIONS AND CUSTOMER SATISFACTI ON
SURVEY TOWARDS DRIVE TRACK PLUS PROGRAM” at HPCL India Pvt
Ltd., Visakhapatnam, is a genuine work done by me in partial fulfilment for the
requirement of the degree of Masters of Business Administration. I confirm this
has not been published or submitted elsewhere for the award of any degree in
part or full.
Malla Venkata Sai
Reg No: VP22MGMT0100133
DATE: 30/08/2023
PLACE: VISAKHAPATNAM
DECLARATION BY STUDENT
I, Malla Venkata Sai, a student of Masters of Business Administration (M.B.A.)
(2022-2024), GITAM School of Business (GSB), GITAM (Deemed to be
university), hereby declare that the project work initiated on “A Project on SOP
IN RETAIL OUTLET OPERATIONS AND CUSTOMER SATISFACTI ON
SURVEY TOWARDS DRIVE TRACK PLUS PROGRAM” at HPCL India Pvt
Ltd., Visakhapatnam, is a genuine work done by me in partial fulfilment for the
requirement of the degree of Masters of Business Administration. I confirm this
has not been published or submitted elsewhere for the award of any degree in
part or full.
Malla Venkata Sai
Reg No: VP22MGMT0100133
DATE: 30/08/2023
PLACE: VISAKHAPATNAM
4
COMPANY CERTIFICATE
COMPANY CERTIFICATE
5
CERTIFICATE
This is to certify that the project report titled “A PROJECT On SOP in
retail outlet operations and customer satisfaction survey towards
DRIVE TRACK PLUS Program ” with reference to HPCL India Pvt
Ltd., is an original work carried out by Malla Venkata Sai (Reg.no:
VP22MGMT0100133), with proper guidance and supervision, in partial
fulfilment for the award of the degree of Masters of Business
Administration by GITAM School of Business, GITAM (Deemed to
be University),
Visakhapatnam during the Academic year 2022-24.
(SIGNATURE)
Prof. T. Venkateswarlu
Professor
CERTIFICATE
This is to certify that the project report titled “A PROJECT On SOP in
retail outlet operations and customer satisfaction survey towards
DRIVE TRACK PLUS Program ” with reference to HPCL India Pvt
Ltd., is an original work carried out by Malla Venkata Sai (Reg.no:
VP22MGMT0100133), with proper guidance and supervision, in partial
fulfilment for the award of the degree of Masters of Business
Administration by GITAM School of Business, GITAM (Deemed to
be University),
Visakhapatnam during the Academic year 2022-24.
(SIGNATURE)
Prof. T. Venkateswarlu
Professor
6
ACKNOWLEDGMENT
I express my gratitude to Dr. AMIT BHADRA, DEAN & DIRECTOR, GITAM
SCHOOL OF BUSINESS, GITAM (Deemed to be University), for providing me
with this opportunity.
I would also like to extend my sincere appreciation to Ms. (Assistant Manager
– Operations) and Mrs. D. Venkata Lalithaa (Assistant Manager-Marketing)
and company guide) for their essential input and unconditional support
throughout the project.
I sincerely thank Prof. T. Venkateswarlu for his constant supervision, positive
encouragement, and helpful recommendations in finishing this project effectively.
I want to convey my gratitude to GITAM SCHOOL OF BUSINESS and HPCL
for encouraging me to obtain practical experience by working in an appropriate
corporate environment.
I also want to convey my sincere appreciation to my family and friends, who
helped me with this effort, directly or indirectly.
Malla Venkata Sai
VP22MGMT0100133
ACKNOWLEDGMENT
I express my gratitude to Dr. AMIT BHADRA, DEAN & DIRECTOR, GITAM
SCHOOL OF BUSINESS, GITAM (Deemed to be University), for providing me
with this opportunity.
I would also like to extend my sincere appreciation to Ms. (Assistant Manager
– Operations) and Mrs. D. Venkata Lalithaa (Assistant Manager-Marketing)
and company guide) for their essential input and unconditional support
throughout the project.
I sincerely thank Prof. T. Venkateswarlu for his constant supervision, positive
encouragement, and helpful recommendations in finishing this project effectively.
I want to convey my gratitude to GITAM SCHOOL OF BUSINESS and HPCL
for encouraging me to obtain practical experience by working in an appropriate
corporate environment.
I also want to convey my sincere appreciation to my family and friends, who
helped me with this effort, directly or indirectly.
Malla Venkata Sai
VP22MGMT0100133
7
CHAPTER 1
THEORETICAL FRAMEWORK
1.1 7Ps of Marketing Mix
1. Product: The characteristics, unique selling factors, and overall quality of the product or
service being offered.
2. Promotion: Methods used to advertise the product through many channels are referred to
as promotion.
3. Price: The product’s long-term price plan, including promotions, discounts, and special
offers.
4. Place: Where do customers find your product, learn about it, and then buy it.
5. People: Those who come into direct and indirect touch with your target clients.
6. Process: How you will deliver the product to clients and provide them with the finest
experience possible.
7. Physical evidence: tangible goods and experiences that convince clients that your
product is genuine — in the case of digital, this includes website visits, confirmation
emails, testimonials, client feedback.
1.2 CUSTOMER RELATION MANAGEMENT
Customer relationship management (CRM) is the combination of practices, strategies and
technologies that companies use to manage and analyse customer interactions and data
throughout the customer lifecycle. The goal is to improve customer service relationships and
assist in customer retention and drive sales growth. CRM systems compile customer data
across different channels, or points of contact, between the customer and the company, which
could include the company's website, telephone, live chat, direct mail, marketing materials
and social networks. CRM systems can also give customer-facing staff members detailed
information on customers' personal information, purchase history, buying preferences and
concerns.
CHAPTER 1
THEORETICAL FRAMEWORK
1.1 7Ps of Marketing Mix
1. Product: The characteristics, unique selling factors, and overall quality of the product or
service being offered.
2. Promotion: Methods used to advertise the product through many channels are referred to
as promotion.
3. Price: The product’s long-term price plan, including promotions, discounts, and special
offers.
4. Place: Where do customers find your product, learn about it, and then buy it.
5. People: Those who come into direct and indirect touch with your target clients.
6. Process: How you will deliver the product to clients and provide them with the finest
experience possible.
7. Physical evidence: tangible goods and experiences that convince clients that your
product is genuine — in the case of digital, this includes website visits, confirmation
emails, testimonials, client feedback.
1.2 CUSTOMER RELATION MANAGEMENT
Customer relationship management (CRM) is the combination of practices, strategies and
technologies that companies use to manage and analyse customer interactions and data
throughout the customer lifecycle. The goal is to improve customer service relationships and
assist in customer retention and drive sales growth. CRM systems compile customer data
across different channels, or points of contact, between the customer and the company, which
could include the company's website, telephone, live chat, direct mail, marketing materials
and social networks. CRM systems can also give customer-facing staff members detailed
information on customers' personal information, purchase history, buying preferences and
concerns.
8
Why CRM benefits businesses
The use of CRM systems can benefit organizations ranging from small businesses to large
corporations, through:
Having customer information such as past purchases and interaction history easily accessible
can help customer support representatives provide better and faster customer service.
Collection of and access to customer data can help businesses identify trends and insights
about their customers through reporting and visualization features.
Automation of menial, but necessary, sales funnel and customer support tasks.
1.3 SUPPLY CHAIN MANAGEMENT:
● Supply chain management (SCM) is the centralized management of the flow of goods
and services and includes all processes that transform raw materials into final products.
● By managing the supply chain, companies can cut excess costs and deliver products to
the consumer faster and more efficiently.
● Good supply chain management keeps companies out of the headlines and away from
expensive recalls and lawsuits.
● The five most critical elements of SCM are developing a strategy, sourcing raw
materials, production, distribution, and returns.
● A supply chain manager is tasked with controlling and reducing costs and avoiding
supply shortages.
● SCM is based on the idea that nearly every product that comes to market results from the
efforts from various organisations that make up a supply chain. Although supply chains
have existed for ages, most companies have only recently paid attention to them as a
value-add to their operations.
SCM oversees each touchpoint of a company’s product or service from initial creation to final
sale. Proper SCM can increase revenues, decrease costs and impact a company’s bottom line.
Why CRM benefits businesses
The use of CRM systems can benefit organizations ranging from small businesses to large
corporations, through:
Having customer information such as past purchases and interaction history easily accessible
can help customer support representatives provide better and faster customer service.
Collection of and access to customer data can help businesses identify trends and insights
about their customers through reporting and visualization features.
Automation of menial, but necessary, sales funnel and customer support tasks.
1.3 SUPPLY CHAIN MANAGEMENT:
● Supply chain management (SCM) is the centralized management of the flow of goods
and services and includes all processes that transform raw materials into final products.
● By managing the supply chain, companies can cut excess costs and deliver products to
the consumer faster and more efficiently.
● Good supply chain management keeps companies out of the headlines and away from
expensive recalls and lawsuits.
● The five most critical elements of SCM are developing a strategy, sourcing raw
materials, production, distribution, and returns.
● A supply chain manager is tasked with controlling and reducing costs and avoiding
supply shortages.
● SCM is based on the idea that nearly every product that comes to market results from the
efforts from various organisations that make up a supply chain. Although supply chains
have existed for ages, most companies have only recently paid attention to them as a
value-add to their operations.
SCM oversees each touchpoint of a company’s product or service from initial creation to final
sale. Proper SCM can increase revenues, decrease costs and impact a company’s bottom line.
9
1.4 RETAIL MANAGEMENT
The various processes which help the customers to procure the desired merchandise from the
retail stores for their end use refer to retail management. Retail management includes all the steps
required to bring the customers into the store and fulfil their buying needs.
Retail management makes shopping a pleasurable experience and ensures the customers leave the
store with a smile. In simpler words, retail management helps customers shop without any
difficulty.
Need for Retail Management - Why retail management?
Peter wanted to gift his wife a nice watch on her birthday. He went to the nearby store to check
out few options. The retailer took almost an hour to find the watches. This irritated Peter and he
vowed not to visit the store again. An example of poor management. You just can’t afford to
make the customer wait for long. The merchandise needs to be well organized to avoid
unnecessary searching. Such situations are common in mom and pop stores (kirana stores). One
can never enjoy shopping at such stores.
1.4 RETAIL MANAGEMENT
The various processes which help the customers to procure the desired merchandise from the
retail stores for their end use refer to retail management. Retail management includes all the steps
required to bring the customers into the store and fulfil their buying needs.
Retail management makes shopping a pleasurable experience and ensures the customers leave the
store with a smile. In simpler words, retail management helps customers shop without any
difficulty.
Need for Retail Management - Why retail management?
Peter wanted to gift his wife a nice watch on her birthday. He went to the nearby store to check
out few options. The retailer took almost an hour to find the watches. This irritated Peter and he
vowed not to visit the store again. An example of poor management. You just can’t afford to
make the customer wait for long. The merchandise needs to be well organized to avoid
unnecessary searching. Such situations are common in mom and pop stores (kirana stores). One
can never enjoy shopping at such stores.
10
CHAPTER 2
INDUSTRY AND COMPANY PROFILE
2.1 INDUSTRY PROFILE:
Hindustan Petroleum Corporation Limited (HPCL) is a leading Indian oil and natural gas
company. Here is an industry profile of HPCL:
Overview: HPCL is a state-owned oil and gas company in India, with its headquarters in
Mumbai. It operates in the downstream segment of the petroleum industry, primarily engaged in
refining, marketing, and distribution of petroleum products.
Refining Capacity: HPCL owns and operates three major refineries in India, located in Mumbai,
Visakhapatnam, and Bathinda. These refineries have a combined refining capacity of over 24
million metric tonnes per annum (MMTPA). The refineries produce a wide range of petroleum
products, including gasoline, diesel, liquefied petroleum gas (LPG), aviation turbine fuel (ATF),
and more.
Marketing and Distribution: HPCL has an extensive marketing and distribution network across
India. It operates a vast chain of retail outlets, including company-owned and dealer-operated
petrol pumps, catering to both urban and rural areas. HPCL also supplies fuels to various
industrial and commercial customers, including airlines, railways, and power plants.
LPG Business: HPCL has a significant presence in the LPG business. It supplies domestic LPG
cylinders to households across the country under the brand name "HP Gas." The company has a
wide distribution network, including LPG bottling plants and distributors, ensuring the
availability of LPG cylinders in both urban and rural areas.
Petrochemicals: HPCL has ventured into the petrochemicals sector through its subsidiary,
HPCL-Mittal Energy Limited (HMEL). HMEL operates a refinery-cum-petrochemical complex
at Bathinda, Punjab, producing various petrochemical products such as polypropylene (PP) and
propylene.
CHAPTER 2
INDUSTRY AND COMPANY PROFILE
2.1 INDUSTRY PROFILE:
Hindustan Petroleum Corporation Limited (HPCL) is a leading Indian oil and natural gas
company. Here is an industry profile of HPCL:
Overview: HPCL is a state-owned oil and gas company in India, with its headquarters in
Mumbai. It operates in the downstream segment of the petroleum industry, primarily engaged in
refining, marketing, and distribution of petroleum products.
Refining Capacity: HPCL owns and operates three major refineries in India, located in Mumbai,
Visakhapatnam, and Bathinda. These refineries have a combined refining capacity of over 24
million metric tonnes per annum (MMTPA). The refineries produce a wide range of petroleum
products, including gasoline, diesel, liquefied petroleum gas (LPG), aviation turbine fuel (ATF),
and more.
Marketing and Distribution: HPCL has an extensive marketing and distribution network across
India. It operates a vast chain of retail outlets, including company-owned and dealer-operated
petrol pumps, catering to both urban and rural areas. HPCL also supplies fuels to various
industrial and commercial customers, including airlines, railways, and power plants.
LPG Business: HPCL has a significant presence in the LPG business. It supplies domestic LPG
cylinders to households across the country under the brand name "HP Gas." The company has a
wide distribution network, including LPG bottling plants and distributors, ensuring the
availability of LPG cylinders in both urban and rural areas.
Petrochemicals: HPCL has ventured into the petrochemicals sector through its subsidiary,
HPCL-Mittal Energy Limited (HMEL). HMEL operates a refinery-cum-petrochemical complex
at Bathinda, Punjab, producing various petrochemical products such as polypropylene (PP) and
propylene.
11
International Presence: HPCL has expanded its operations globally. It has a subsidiary in Sri
Lanka, Lanka IOC, in collaboration with Indian Oil Corporation. HPCL also has presence in
various other countries through marketing and trading activities.
Initiatives and Projects: HPCL focuses on implementing sustainable and environmentally
friendly practices. It has undertaken various initiatives, such as the production of cleaner fuels
and the adoption of advanced technologies for energy efficiency and emission reduction. HPCL
is also investing in the development of new facilities, including a mega-refinery on the west
coast of India.
Strategic Alliances: HPCL has entered into strategic alliances with other oil and gas companies,
both domestically and internationally. These alliances include joint ventures, technical
collaborations, and marketing tie-ups to enhance its capabilities and expand its reach.
Government Ownership: HPCL is a government-owned enterprise and operates under the
administrative control of the Ministry of Petroleum and Natural Gas, Government of India. The
Government of India holds a majority stake in HPCL, while a portion is also held by financial
institutions and the public.
Financial Performance: HPCL has consistently reported robust financial performance over the
years. Its revenues primarily come from refining operations, marketing and distribution
activities, and petrochemical business. The company's financial stability allows it to invest in
expansion projects and maintain its market position.
Overall, HPCL is a prominent player in the Indian oil and gas industry, with a strong presence
in refining, marketing, and distribution of petroleum products. It strives to meet the energy
needs of the nation while emphasizing sustainability and technological advancements.
International Presence: HPCL has expanded its operations globally. It has a subsidiary in Sri
Lanka, Lanka IOC, in collaboration with Indian Oil Corporation. HPCL also has presence in
various other countries through marketing and trading activities.
Initiatives and Projects: HPCL focuses on implementing sustainable and environmentally
friendly practices. It has undertaken various initiatives, such as the production of cleaner fuels
and the adoption of advanced technologies for energy efficiency and emission reduction. HPCL
is also investing in the development of new facilities, including a mega-refinery on the west
coast of India.
Strategic Alliances: HPCL has entered into strategic alliances with other oil and gas companies,
both domestically and internationally. These alliances include joint ventures, technical
collaborations, and marketing tie-ups to enhance its capabilities and expand its reach.
Government Ownership: HPCL is a government-owned enterprise and operates under the
administrative control of the Ministry of Petroleum and Natural Gas, Government of India. The
Government of India holds a majority stake in HPCL, while a portion is also held by financial
institutions and the public.
Financial Performance: HPCL has consistently reported robust financial performance over the
years. Its revenues primarily come from refining operations, marketing and distribution
activities, and petrochemical business. The company's financial stability allows it to invest in
expansion projects and maintain its market position.
Overall, HPCL is a prominent player in the Indian oil and gas industry, with a strong presence
in refining, marketing, and distribution of petroleum products. It strives to meet the energy
needs of the nation while emphasizing sustainability and technological advancements.
12
2.2 COMPANY PROFILE:
Hindustan Petroleum Corporation Limited (HPCL) is an integrated oil refining and marketing
companies in India. It is engaged in the oil and gas exploration and production, refining of crude
oil and marketing of petroleum products. Currently, the company holds 16% market share and
10.3% of India's refining capacity. The company owns and operates two coastal refineries, one
at Mumbai and the other in Visakhapatnam. The company also holds an equity stake of 16.95%
in Mangalore Refinery & Petrochemicals Limited. The company is headquartered at Mumbai in
Currency Maharashtra, India.
HPCL's Mumbai refinery has a capacity of 5.5 Million Metric Tons Per Annum (mmtpa) and
Vishakhapatnam refinery has a capacity of 7.5 mmtpa. Mangalore Refinery has a capacity of 9
mmtpa. HPCL owns and operates the largest lube refinery in India with a capacity of 335 TMT.
The company reported revenues of (Rupee) INR 1,294,757.90 million during the fiscal year
ended March 2009, an increase of 16.53% over 2008. The operating profit of the company was
INR 10,118.40 million during the fiscal year 2009, a decrease of 28.92% from 2008. The net
profit of the company was INR 7,573.90 million during the fiscal year 2009, a decrease of
44.48% from 2008.
2.2 COMPANY PROFILE:
Hindustan Petroleum Corporation Limited (HPCL) is an integrated oil refining and marketing
companies in India. It is engaged in the oil and gas exploration and production, refining of crude
oil and marketing of petroleum products. Currently, the company holds 16% market share and
10.3% of India's refining capacity. The company owns and operates two coastal refineries, one
at Mumbai and the other in Visakhapatnam. The company also holds an equity stake of 16.95%
in Mangalore Refinery & Petrochemicals Limited. The company is headquartered at Mumbai in
Currency Maharashtra, India.
HPCL's Mumbai refinery has a capacity of 5.5 Million Metric Tons Per Annum (mmtpa) and
Vishakhapatnam refinery has a capacity of 7.5 mmtpa. Mangalore Refinery has a capacity of 9
mmtpa. HPCL owns and operates the largest lube refinery in India with a capacity of 335 TMT.
The company reported revenues of (Rupee) INR 1,294,757.90 million during the fiscal year
ended March 2009, an increase of 16.53% over 2008. The operating profit of the company was
INR 10,118.40 million during the fiscal year 2009, a decrease of 28.92% from 2008. The net
profit of the company was INR 7,573.90 million during the fiscal year 2009, a decrease of
44.48% from 2008.
13
CHAPTER 3
WORKS IN HPCL
OPERATIONS AND MARKETING IN HPCL:
HPCL operates two major refineries producing a wide variety of petroleum fuels & specialties,
one in Mumbai (West Coast) of 6.5 Million Metric Tonnes Per Annum (MMTPA) capacity and
the other in Visakhapatnam, (East Coast) with a capacity of 8.3 MMTPA. HPCL holds an equity
stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a state-of-the-art
refinery at Mangalore with a capacity of 9 MMTPA Another Refinery of 9 MMTPA, set up in
Bathinda, Punjab by HMEL, a Joint Venture with Mittal Energy Investments Pvt. Ltd. HMEL
has commenced commercial operations. HPCL has signed a MOU with Government of Rajasthan
for setting up a Refinery near Barmer in Rajasthan. It would be operated under a JV Company
called HPCL-Rajasthan Refinery Limited.
HPCL also owns and operates the largest lube refinery in India producing Lube Base Oils of
international standards, with a capacity of 335 TMT. This lube refinery accounts for over 40% of
India's total lube base oil production. Presently HPCL produces over 300+ grades of lubes,
specialities and greases.
The marketing network of HPCL consists of 13 zonal offices in major cities and 101 regional
offices facilitated by a Supply & Distribution infrastructure comprising Terminals. Aviation
Service Facilities, LPG Bottling Plants, Lube filling plants, Inland Relay Depots, Retail Outlets
(Petrol Pumps) and LPG & Lube Distributorships. HPCL has state of art information technology
infrastructure to support its core business. The data center is located at Hitech city in Hyderabad.
CHAPTER 3
WORKS IN HPCL
OPERATIONS AND MARKETING IN HPCL:
HPCL operates two major refineries producing a wide variety of petroleum fuels & specialties,
one in Mumbai (West Coast) of 6.5 Million Metric Tonnes Per Annum (MMTPA) capacity and
the other in Visakhapatnam, (East Coast) with a capacity of 8.3 MMTPA. HPCL holds an equity
stake of 16.95% in Mangalore Refinery & Petrochemicals Limited (MRPL), a state-of-the-art
refinery at Mangalore with a capacity of 9 MMTPA Another Refinery of 9 MMTPA, set up in
Bathinda, Punjab by HMEL, a Joint Venture with Mittal Energy Investments Pvt. Ltd. HMEL
has commenced commercial operations. HPCL has signed a MOU with Government of Rajasthan
for setting up a Refinery near Barmer in Rajasthan. It would be operated under a JV Company
called HPCL-Rajasthan Refinery Limited.
HPCL also owns and operates the largest lube refinery in India producing Lube Base Oils of
international standards, with a capacity of 335 TMT. This lube refinery accounts for over 40% of
India's total lube base oil production. Presently HPCL produces over 300+ grades of lubes,
specialities and greases.
The marketing network of HPCL consists of 13 zonal offices in major cities and 101 regional
offices facilitated by a Supply & Distribution infrastructure comprising Terminals. Aviation
Service Facilities, LPG Bottling Plants, Lube filling plants, Inland Relay Depots, Retail Outlets
(Petrol Pumps) and LPG & Lube Distributorships. HPCL has state of art information technology
infrastructure to support its core business. The data center is located at Hitech city in Hyderabad.
14
3.1 DRIVE TRACK PLUS CARDS:
The DRIVE TRACK PLUS Fleet Card program is a complete smart card-based fleet
management solution for fleet operators and Corporate for cashless purchase of fuel & lubes
from designated retail outlets of Hindustan Petroleum through flexible pre-paid and credit
facilities.
The fleet card program also offers an exciting rewards program and unique benefits like
personal accident insurance cover and vehicle tracking facilities. In just under two years of is
bunch, Hindustan Petroleum's Drive Track Plus Fleet Card has emerged as the largest fleet card
in the country with the widest retail outlet coverage.
Any business entity owning or operating a vehicle fleet can become a member of the Drive
Track Plus fleet card program at a nominal annual charge. Each fleet owner is issued a Fleet
Control Card and vehicle-specific Fleet Cards for every vehicle enrolled under the program
For enhanced security, the fleet card transactions are authorized through unique Personal
Identification Number (PIN). Moreover, the card can help track each vehicle's movement across
remote comers of the country leading to an improvement in vehicle utilisation and route
compliance. DRIVE TRACK PLUS is also backed by Hindustan Petroleum's vast infrastructure
network and web based support services
DRIVE TRACK PLUS is one-of-a-kind fleet card program of Hindustan Petroleum, which
gives you extra convenience, extra security and extra opportunity to cam Truckload of rewards.
It is a tailor-made program for Fleet Owners, Operators & Corporate as well. Drive Track Plus
Fleet Card program is a step of HPCL towards building loyalty among the existing customers.
Loyalty program works only when the customer is emotionally attached to the brand.
3.1 DRIVE TRACK PLUS CARDS:
The DRIVE TRACK PLUS Fleet Card program is a complete smart card-based fleet
management solution for fleet operators and Corporate for cashless purchase of fuel & lubes
from designated retail outlets of Hindustan Petroleum through flexible pre-paid and credit
facilities.
The fleet card program also offers an exciting rewards program and unique benefits like
personal accident insurance cover and vehicle tracking facilities. In just under two years of is
bunch, Hindustan Petroleum's Drive Track Plus Fleet Card has emerged as the largest fleet card
in the country with the widest retail outlet coverage.
Any business entity owning or operating a vehicle fleet can become a member of the Drive
Track Plus fleet card program at a nominal annual charge. Each fleet owner is issued a Fleet
Control Card and vehicle-specific Fleet Cards for every vehicle enrolled under the program
For enhanced security, the fleet card transactions are authorized through unique Personal
Identification Number (PIN). Moreover, the card can help track each vehicle's movement across
remote comers of the country leading to an improvement in vehicle utilisation and route
compliance. DRIVE TRACK PLUS is also backed by Hindustan Petroleum's vast infrastructure
network and web based support services
DRIVE TRACK PLUS is one-of-a-kind fleet card program of Hindustan Petroleum, which
gives you extra convenience, extra security and extra opportunity to cam Truckload of rewards.
It is a tailor-made program for Fleet Owners, Operators & Corporate as well. Drive Track Plus
Fleet Card program is a step of HPCL towards building loyalty among the existing customers.
Loyalty program works only when the customer is emotionally attached to the brand.
15
DRIVE TRACK PLUS Fleet Card Program:
The DRIVE TRACK PLUS Fleet Card program is a complete smart card-based fleet
management solution for fleet operators and Corporate for cashless purchase of fuel & lubes
from designated retail outlets of Hindustan Petroleum through flexible pre-paid and credit
facilities
The fleet card program offers an exciting rewards program and unique benefits like personal
accident insurance cover and vehicle tracking facilities. In just under two years of its bunch,
Hindustan Petroleum's Drive Track Plus Fleet Card has emerged as the largest fleet card in the
country with the widest retail outlet coverage.
Any business entity owning or operating a vehicle fleet can become a member of the Drive
Track Plus fleet card program at a nominal annual charge. Each fleet owner is issued a Fleet
Control Card and vehicle-specific Fleet Cards for every vehicle enrolled under the program.
For enhanced security, the fleet card transactions are authorized through unique Personal
Identification Number (PIN). Moreover, the card can help track each vehicle's movement across
remote comers of the country leading to an improvement in vehicle utilisation and route
compliance. DRIVE TRACK PLUS is also backed by Hindustan Petroleum's vast infrastructure
network and web based support services.
DRIVE TRACK PLUS is one-of-a-kind fleet card program of Hindustan Petroleum, which
gives you extra convenience, extra security and extra opportunity to can rewards. It is a tailor-
made program for Fleet Owners, Operators & Corporate as well. Drive Track Plus Fleet Card
program is a step of HPCL towards building loyalty among the existing customers. Loyalty
program works only when the customer is emotionally attached to the brand.
Benefits:
⮚ Higher value of reward points
⮚ Better credit proposition
⮚ Online PIN unblocking
⮚ Attractive rewards programs
⮚ Lost card liability cover
DRIVE TRACK PLUS Fleet Card Program:
The DRIVE TRACK PLUS Fleet Card program is a complete smart card-based fleet
management solution for fleet operators and Corporate for cashless purchase of fuel & lubes
from designated retail outlets of Hindustan Petroleum through flexible pre-paid and credit
facilities
The fleet card program offers an exciting rewards program and unique benefits like personal
accident insurance cover and vehicle tracking facilities. In just under two years of its bunch,
Hindustan Petroleum's Drive Track Plus Fleet Card has emerged as the largest fleet card in the
country with the widest retail outlet coverage.
Any business entity owning or operating a vehicle fleet can become a member of the Drive
Track Plus fleet card program at a nominal annual charge. Each fleet owner is issued a Fleet
Control Card and vehicle-specific Fleet Cards for every vehicle enrolled under the program.
For enhanced security, the fleet card transactions are authorized through unique Personal
Identification Number (PIN). Moreover, the card can help track each vehicle's movement across
remote comers of the country leading to an improvement in vehicle utilisation and route
compliance. DRIVE TRACK PLUS is also backed by Hindustan Petroleum's vast infrastructure
network and web based support services.
DRIVE TRACK PLUS is one-of-a-kind fleet card program of Hindustan Petroleum, which
gives you extra convenience, extra security and extra opportunity to can rewards. It is a tailor-
made program for Fleet Owners, Operators & Corporate as well. Drive Track Plus Fleet Card
program is a step of HPCL towards building loyalty among the existing customers. Loyalty
program works only when the customer is emotionally attached to the brand.
Benefits:
⮚ Higher value of reward points
⮚ Better credit proposition
⮚ Online PIN unblocking
⮚ Attractive rewards programs
⮚ Lost card liability cover
16
FEATURES:
1. Better Control on transporter's
⮚ Fuel Consumption: Efficiently manage working capital
by allocating finds to each card from central pool of funds
(CCMS account). Access card balances information online.
⮚ Spends through user cards: Keep a check on the
spends on each of the user cards with multiple spend
limits that transporter can determine and change.
2. More Convenience
⮚ Cash less transactions: With Drive Track Plus card in driver's pocket the need not carry
any cash for fuel
FEATURES:
1. Better Control on transporter's
⮚ Fuel Consumption: Efficiently manage working capital
by allocating finds to each card from central pool of funds
(CCMS account). Access card balances information online.
⮚ Spends through user cards: Keep a check on the
spends on each of the user cards with multiple spend
limits that transporter can determine and change.
2. More Convenience
⮚ Cash less transactions: With Drive Track Plus card in driver's pocket the need not carry
any cash for fuel
17
3. Central cash management system (CCMS)
Allocating finds to the drivers can't get any easier. Just login to your Drive Track Phase
web account and allocate money to any of the user cards. Likewise, an of the user cards
with excess money can transfer funds back to CCMS account
4. Electronic Funds Transfer: CCMS account can be recharged by RTGS/NEFT or
cash from a nearby HPCL outlet participating in the program.
5. MIS at the click of a button: Monitor of the transactions being carried out by the
specific user cards anytime, anywhere. It's just need to log on to the customer's web account
to view or download reports.
6. Vehicle Tracking
The members can also track the location of their vehicles. All the driver has to do is to
present the card at a participating outlet for a 'tracking transaction post which the
information will be available on your web account.
3. Central cash management system (CCMS)
Allocating finds to the drivers can't get any easier. Just login to your Drive Track Phase
web account and allocate money to any of the user cards. Likewise, an of the user cards
with excess money can transfer funds back to CCMS account
4. Electronic Funds Transfer: CCMS account can be recharged by RTGS/NEFT or
cash from a nearby HPCL outlet participating in the program.
5. MIS at the click of a button: Monitor of the transactions being carried out by the
specific user cards anytime, anywhere. It's just need to log on to the customer's web account
to view or download reports.
6. Vehicle Tracking
The members can also track the location of their vehicles. All the driver has to do is to
present the card at a participating outlet for a 'tracking transaction post which the
information will be available on your web account.
18
3.1.1 NEED OF STUDY
1). The information gathered through this research can be used by the company to increase its
reach in the market as well as to improve its services and became more customers friendly. This
can increase the goodwill of the company and its overall performance.
2). Thus this study is aimed to provide the management with some knowledge about its status in
market. The research also aims to provide some ideas to improve the company's present
condition.
3.1.2 OBJECTIVES OF STUDY
1) To study the HPCL loyalty program in Vizag and nearby regions.
2) To obtain customer opinions and suggestions at HPCL retail outlets and give
Recommendations to HPCL to improve the implementation of "DRIVE TRACK PLUS"
loyalty program.
3) To study the comparative analysis between the loyalty card benefits of other marketing
company.
4) To gain real experience of market that how corporate persons work. How we have to
behave, how to present yourself, how to make deals with clients etc.
5) To check our theoretical knowledge with comparison to the practical market demands.
3.1.3 SCOPE OF STUDY
1) To know the customers buying behaviour towards Drive Track Plus Program
2) Product planning and development starts with the generation of product idea and ends with
the product development and commercialisation
3) Study of distribution channel is important in marketing. For maximum sales and profit goods
are required to be distributed to the maximum consumers.
4) To maintain the interest on the customer to be loyal to the organization the DT plus Program
plays an important role by which customer are benefited on the time of redemption of points
with fuel or gift.
3.1.1 NEED OF STUDY
1). The information gathered through this research can be used by the company to increase its
reach in the market as well as to improve its services and became more customers friendly. This
can increase the goodwill of the company and its overall performance.
2). Thus this study is aimed to provide the management with some knowledge about its status in
market. The research also aims to provide some ideas to improve the company's present
condition.
3.1.2 OBJECTIVES OF STUDY
1) To study the HPCL loyalty program in Vizag and nearby regions.
2) To obtain customer opinions and suggestions at HPCL retail outlets and give
Recommendations to HPCL to improve the implementation of "DRIVE TRACK PLUS"
loyalty program.
3) To study the comparative analysis between the loyalty card benefits of other marketing
company.
4) To gain real experience of market that how corporate persons work. How we have to
behave, how to present yourself, how to make deals with clients etc.
5) To check our theoretical knowledge with comparison to the practical market demands.
3.1.3 SCOPE OF STUDY
1) To know the customers buying behaviour towards Drive Track Plus Program
2) Product planning and development starts with the generation of product idea and ends with
the product development and commercialisation
3) Study of distribution channel is important in marketing. For maximum sales and profit goods
are required to be distributed to the maximum consumers.
4) To maintain the interest on the customer to be loyal to the organization the DT plus Program
plays an important role by which customer are benefited on the time of redemption of points
with fuel or gift.
19
3.1.4 RESEARCH DESIGN
● Sample size: 137(customers)
● Research method: Telephonic interviews
Types of research design:
● Causal Research
The conceptual structure within which this research is conducted Causal in nature as it
brings forward the results concerning the set objectives, through facts, findings and
enquiries; Moreover it describes the state of affairs that exists at present.
● Descriptive Research
Descriptive research, simply put, is the act of comparing two or more things with a view
to discovering something about one or all of the things being compared. This technique
is often utilises multiple disciplines in one study.
3.1.5 DATA COLLECTION METHOD
I planned and did my research on my project i.e. the survey of DRIVE TRACK PLUS Card
in retail outlet operations, by performing field works assigned to me by my company HPCL
in the locations of Vizag i.e., Millennium, Grand in order to do surveys at the Urban dealer
retail outlets.
My research data includes two types:
● Primary data which was collected through interaction and surveys in the field work
visits to outlets enabled Retail Pumps of HPCL
● While the secondary data was collected from websites, articles and publications on
the internet in case of for petrol retailing
3.1.4 RESEARCH DESIGN
● Sample size: 137(customers)
● Research method: Telephonic interviews
Types of research design:
● Causal Research
The conceptual structure within which this research is conducted Causal in nature as it
brings forward the results concerning the set objectives, through facts, findings and
enquiries; Moreover it describes the state of affairs that exists at present.
● Descriptive Research
Descriptive research, simply put, is the act of comparing two or more things with a view
to discovering something about one or all of the things being compared. This technique
is often utilises multiple disciplines in one study.
3.1.5 DATA COLLECTION METHOD
I planned and did my research on my project i.e. the survey of DRIVE TRACK PLUS Card
in retail outlet operations, by performing field works assigned to me by my company HPCL
in the locations of Vizag i.e., Millennium, Grand in order to do surveys at the Urban dealer
retail outlets.
My research data includes two types:
● Primary data which was collected through interaction and surveys in the field work
visits to outlets enabled Retail Pumps of HPCL
● While the secondary data was collected from websites, articles and publications on
the internet in case of for petrol retailing
20
TYPES OF RESEARCH DATA
Primary Data Collected through surveying, feedback
which was done in the field work visits in
HP Retail pumps
Secondary Data Collected from the websites, articles and
publications on the internet
3.1.6 LIMITATIONS:
1. I could have covered all the DTP customers across Vizag but due to time & financial
constraints, I could not do so.
2. I could have known the customer buying behaviour if I was able to travel across the city.
3. Customers from different areas could have enhanced my knowledge & information on what
is it that they are loyal to the company, or which rewards attract them to be loyal to the DTP
program of the company.
4. Last but not the least I would gain some insight on what satisfies the consumer in different
parts of the city.
TYPES OF RESEARCH DATA
Primary Data Collected through surveying, feedback
which was done in the field work visits in
HP Retail pumps
Secondary Data Collected from the websites, articles and
publications on the internet
3.1.6 LIMITATIONS:
1. I could have covered all the DTP customers across Vizag but due to time & financial
constraints, I could not do so.
2. I could have known the customer buying behaviour if I was able to travel across the city.
3. Customers from different areas could have enhanced my knowledge & information on what
is it that they are loyal to the company, or which rewards attract them to be loyal to the DTP
program of the company.
4. Last but not the least I would gain some insight on what satisfies the consumer in different
parts of the city.
21
3.1.7 ANALYSIS OF STUDY
TIER -1
The definition of Tier-1 is customer applied For DTP enrolment with a minimum of 90
vehicles. DT Plus Program Focuses majorly on such customers. Very few customers of Tier-
1 contribute to the maximum percentage of fuel consumption from HPCL retail network.
Enrolling and maintaining such kind of customers is very important for the success of the
program and maintaining the market share. Out of 137 sample size, 11 Tier-1 customers are
interviewed through telephonic interview. Out of a maximum of 100 points for each feature,
individually, the obtained points are presented. It is inferred that the most preferred/useful
feature was with the maximum points and the least preferred/useful feature was with the
minimum points.
Control and Convenience: 80%
Security: 75%
Insurance: 50%
Rewards: 75%
Customer service: 80%
TIER -2
The definition of Tier-11 is customer applied for DTP enrolment with a minimum of 60
vehicles. DT Plus program focuses on such customers, because the entire market was majorly
filled with this kind of customer segment only. Tier II customers can also contribute to the
maximum percentage of fuel consumption from HPCL Retail network, sometimes, the
absolute volumes stretch beyond 100 KL. Enrolling and maintaining such kind of customers
is very important for the success of the program and maintaining the market share. Out of 137
sample size 41 Tier II customers are interviewed through telephonic interview. The inferred
results are presented in the below Tier II table. Out of a maximum of 100 points for each
feature, individually, the obtained points are presented. It is interred that the most preferred
useful feature was with the maximum points and the least preferred/useful feature was with
the minimum points.
3.1.7 ANALYSIS OF STUDY
TIER -1
The definition of Tier-1 is customer applied For DTP enrolment with a minimum of 90
vehicles. DT Plus Program Focuses majorly on such customers. Very few customers of Tier-
1 contribute to the maximum percentage of fuel consumption from HPCL retail network.
Enrolling and maintaining such kind of customers is very important for the success of the
program and maintaining the market share. Out of 137 sample size, 11 Tier-1 customers are
interviewed through telephonic interview. Out of a maximum of 100 points for each feature,
individually, the obtained points are presented. It is inferred that the most preferred/useful
feature was with the maximum points and the least preferred/useful feature was with the
minimum points.
Control and Convenience: 80%
Security: 75%
Insurance: 50%
Rewards: 75%
Customer service: 80%
TIER -2
The definition of Tier-11 is customer applied for DTP enrolment with a minimum of 60
vehicles. DT Plus program focuses on such customers, because the entire market was majorly
filled with this kind of customer segment only. Tier II customers can also contribute to the
maximum percentage of fuel consumption from HPCL Retail network, sometimes, the
absolute volumes stretch beyond 100 KL. Enrolling and maintaining such kind of customers
is very important for the success of the program and maintaining the market share. Out of 137
sample size 41 Tier II customers are interviewed through telephonic interview. The inferred
results are presented in the below Tier II table. Out of a maximum of 100 points for each
feature, individually, the obtained points are presented. It is interred that the most preferred
useful feature was with the maximum points and the least preferred/useful feature was with
the minimum points.
22
Control and Convenience: 85%
Security: 80%
Insurance: 50%
Rewards: 85%
Customer service: 75%
TIER-3
The definition of Tier-III is customer applied for DTP enrolment with a 1 to 30 vehicles. DT
Plus program focuses on such customers, because the entire unorganised transporters market
was majorly filled with this kind of customer segment only. Tier-Ill customers can also
contribute to the maximum percentage of fuel consumption from HPCL retail network, but,
enrolling and maintain such customers is very laborious and consumes the productive time
that can be spent on above mentioned tiers. Out of 137 sample size 85. Tier III customers are
interviewed through telephonic interview. The inferred results are presented in the below Tier
III table. Out of a maximum of 100 points for each feature, individually, the obtained points
are presented. It is interred that the most preferred/useful feature was with the maximum
points and the least preferred/useful feature was with the minimum points.
Control and Convenience: 50%
Security: 50%
Insurance: 70%
Rewards: 90%
Customer service: 90%
Control and Convenience: 85%
Security: 80%
Insurance: 50%
Rewards: 85%
Customer service: 75%
TIER-3
The definition of Tier-III is customer applied for DTP enrolment with a 1 to 30 vehicles. DT
Plus program focuses on such customers, because the entire unorganised transporters market
was majorly filled with this kind of customer segment only. Tier-Ill customers can also
contribute to the maximum percentage of fuel consumption from HPCL retail network, but,
enrolling and maintain such customers is very laborious and consumes the productive time
that can be spent on above mentioned tiers. Out of 137 sample size 85. Tier III customers are
interviewed through telephonic interview. The inferred results are presented in the below Tier
III table. Out of a maximum of 100 points for each feature, individually, the obtained points
are presented. It is interred that the most preferred/useful feature was with the maximum
points and the least preferred/useful feature was with the minimum points.
Control and Convenience: 50%
Security: 50%
Insurance: 70%
Rewards: 90%
Customer service: 90%
23
3.1.8 FINDINGS AND SUGGESTIONS:
1. Most of the customers were very supporting and welcoming. They had Good will for HPCL.
2. Customers who showed interest appreciated the offer provided and were eager to continue
talks with HPCL. They were also wanted to know more about the program.
3. Some of the prospective customers were not aware of India HPCL Drive Track Plus Program
Fleet Card Loyalty Program Hence they were not interested. Also due to the increase in the oil
prices they were apprehensive a little bit.
4. Some of the customers facing technical difficulties while using the card since they are not
able to understand its operations clearly.
5. Some customers have no clear idea about its benefit and they are happy to use their old
traditional way of purchasing oil and lubricant.
6. Some of the customer considers it as very complex and the benefit is not so high.
7. Customers most of them are small transporter are not very keen for this program some of
them have purchase the card but the card remains as idle as they have very less transaction and
lack of information about the benefits.
8. Drive Track Plus scheme is not available at all the retail outlet of Hindustan Petroleum in so
at a time it creates problem.
9. The card swiping machines are not properly maintained at some places leading to many
customer complaints. Some of the machines are very old and they are need replacement with
the new one.
10. At some places pump attendants are also not interested in providing this service.
11. There are no pamphlets available at pumps, which could give a brief idea about the loyalty
program.
12. There is no dedicated person for collecting the forms. So, there is a large backlog of forms.
13. There is Lack of internet facility at some of the outlets and also problem with poor network
service.
14. Website of Drive Track Plus(www.hpckitplus.com) is not regularly updated.
15. There is no facility of SMS for vehicle tracking and to know detail about existing balance
where other major of producing company (BPCL) provides this service to their customers.
3.1.8 FINDINGS AND SUGGESTIONS:
1. Most of the customers were very supporting and welcoming. They had Good will for HPCL.
2. Customers who showed interest appreciated the offer provided and were eager to continue
talks with HPCL. They were also wanted to know more about the program.
3. Some of the prospective customers were not aware of India HPCL Drive Track Plus Program
Fleet Card Loyalty Program Hence they were not interested. Also due to the increase in the oil
prices they were apprehensive a little bit.
4. Some of the customers facing technical difficulties while using the card since they are not
able to understand its operations clearly.
5. Some customers have no clear idea about its benefit and they are happy to use their old
traditional way of purchasing oil and lubricant.
6. Some of the customer considers it as very complex and the benefit is not so high.
7. Customers most of them are small transporter are not very keen for this program some of
them have purchase the card but the card remains as idle as they have very less transaction and
lack of information about the benefits.
8. Drive Track Plus scheme is not available at all the retail outlet of Hindustan Petroleum in so
at a time it creates problem.
9. The card swiping machines are not properly maintained at some places leading to many
customer complaints. Some of the machines are very old and they are need replacement with
the new one.
10. At some places pump attendants are also not interested in providing this service.
11. There are no pamphlets available at pumps, which could give a brief idea about the loyalty
program.
12. There is no dedicated person for collecting the forms. So, there is a large backlog of forms.
13. There is Lack of internet facility at some of the outlets and also problem with poor network
service.
14. Website of Drive Track Plus(www.hpckitplus.com) is not regularly updated.
15. There is no facility of SMS for vehicle tracking and to know detail about existing balance
where other major of producing company (BPCL) provides this service to their customers.
24
16. ICICI is the only partner for providing credit to the card owner.
CONCLUSIONS:
Tier-I:
● The customers are majorly focused on control convenience that DT Plus offers in the
form of MIS (Fleet & Spends) and customer service. Cashless transaction with
centralised fund management through DT Phis web-site increases their control on the
day to day spends for fuel and customer service resolves issues faced by customers.
● Rewards and Security are at next important feature that Tier-1 customers prefer use.
As their consumption is very large their cash back on consumption is also
proportionately large.
● Insurance stands at the lowest.
Tier-II:
● Tier-ll customers equally focuses on both control convenience and reward
points that DT Plus offers. Control/convenience that DT Plus offers in the
form of MIS (Fleet & Spends) and reward are the most preferred features
by such customers.
● Security is next important feature that Tier-ll customers prefer/use.
● Majorly, being unorganised/non-institutions transporters they need
assistance for hassle transactions in their respective routes so customer
services is next preferred feature.
● Insurance stands at the lowest, as these features are less availed by the
customers.
16. ICICI is the only partner for providing credit to the card owner.
CONCLUSIONS:
Tier-I:
● The customers are majorly focused on control convenience that DT Plus offers in the
form of MIS (Fleet & Spends) and customer service. Cashless transaction with
centralised fund management through DT Phis web-site increases their control on the
day to day spends for fuel and customer service resolves issues faced by customers.
● Rewards and Security are at next important feature that Tier-1 customers prefer use.
As their consumption is very large their cash back on consumption is also
proportionately large.
● Insurance stands at the lowest.
Tier-II:
● Tier-ll customers equally focuses on both control convenience and reward
points that DT Plus offers. Control/convenience that DT Plus offers in the
form of MIS (Fleet & Spends) and reward are the most preferred features
by such customers.
● Security is next important feature that Tier-ll customers prefer/use.
● Majorly, being unorganised/non-institutions transporters they need
assistance for hassle transactions in their respective routes so customer
services is next preferred feature.
● Insurance stands at the lowest, as these features are less availed by the
customers.
25
Tier-III:
● This segment mostly cares about insurance feature and customer service.
As most of the customers are small customers in terms of size, operations
and financially, they want to be covered under insurance.
● Cash back is next important feature for this segment of customer.
● Tier-III customers are not much worried about control/convenience and
security feature as they are not much involved in CCMS transactions;
instead prefer cash loading/cash sale transactions.
OVERALL:
Rewards and Control Convenience are the most preferable features of DT Plus. Depending
upon the respective size, operations need and financial position etc. the mentioned segments
are to be chosen.
Tier-III:
● This segment mostly cares about insurance feature and customer service.
As most of the customers are small customers in terms of size, operations
and financially, they want to be covered under insurance.
● Cash back is next important feature for this segment of customer.
● Tier-III customers are not much worried about control/convenience and
security feature as they are not much involved in CCMS transactions;
instead prefer cash loading/cash sale transactions.
OVERALL:
Rewards and Control Convenience are the most preferable features of DT Plus. Depending
upon the respective size, operations need and financial position etc. the mentioned segments
are to be chosen.
26
3.1.9 TABLES
Number of cards
card range no of customers
0-30(Tier-3) 85
30-60(Tier-2) 41
60-90(Tier-1) 11
137
Customer feedback
Reasons No.
No issues 80
complaints regarding DT
cards 28
other reasons 29
Factors influencing Tier-1 customers
control&
convenience security insurance rewards customer service
80 75 50 75 80
Factors influencing Tier-2 customers
Control &
convenience security insurance rewards customer service
85 80 50 85 75
3.1.9 TABLES
Number of cards
card range no of customers
0-30(Tier-3) 85
30-60(Tier-2) 41
60-90(Tier-1) 11
137
Customer feedback
Reasons No.
No issues 80
complaints regarding DT
cards 28
other reasons 29
Factors influencing Tier-1 customers
control&
convenience security insurance rewards customer service
80 75 50 75 80
Factors influencing Tier-2 customers
Control &
convenience security insurance rewards customer service
85 80 50 85 75
27
Factors influencing Tier-3 customers
Control &
convenience security insurance rewards customer service
50 50 70 90 90
OVERALL RESULT of all the Tier customers
Control &
convenience security insurance rewards customer service
Tier-1 80 75 50 75 80
Tier-2 85 80 50 85 70
Tier-3 50 50 90 70 50
3.1.10 CHARTS & GRAPHS
Fig:3.1.10(a) This bar chart represents the number of cards each customer owns in tier1,tier2
and tier3.
Factors influencing Tier-3 customers
Control &
convenience security insurance rewards customer service
50 50 70 90 90
OVERALL RESULT of all the Tier customers
Control &
convenience security insurance rewards customer service
Tier-1 80 75 50 75 80
Tier-2 85 80 50 85 70
Tier-3 50 50 90 70 50
3.1.10 CHARTS & GRAPHS
Fig:3.1.10(a) This bar chart represents the number of cards each customer owns in tier1,tier2
and tier3.
28
Fig:3.1.10(b) This pie chart represents how many customers have no issues, who have
complaints and who have other issues regarding the services of DT Plus cards.
Fig:3.1.10(c) This bar graph represents that tier 1 customers give the most preference to
convienent use of cards and customer service and the least preference is given to insurance
facilities.
80
75
50
75
80
0
10
20
30
40
50
60
70
80
90
in percent
Tier-1
Fig:3.1.10(b) This pie chart represents how many customers have no issues, who have
complaints and who have other issues regarding the services of DT Plus cards.
Fig:3.1.10(c) This bar graph represents that tier 1 customers give the most preference to
convienent use of cards and customer service and the least preference is given to insurance
facilities.
80
75
50
75
80
0
10
20
30
40
50
60
70
80
90
in percent
Tier-1
29
Fig:3.1.10(d) This bar graph represents that tier 2 customers give the most preference to
convienent use of cards and rewards they receive and the least preference is given to
insurance facilities.
Fig:3.1.10(e) This bar graph represents that tier 3 customers give the most preference to
rewards received and customer service and the least preference is given to
Security while using the card and convenient usage of the card services.
85
80
50
85
75
0
10
20
30
40
50
60
70
80
90
in percent
Tier-2
50 50
70
90 90
0
10
20
30
40
50
60
70
80
90
100
in percent
Tier-3
Fig:3.1.10(d) This bar graph represents that tier 2 customers give the most preference to
convienent use of cards and rewards they receive and the least preference is given to
insurance facilities.
Fig:3.1.10(e) This bar graph represents that tier 3 customers give the most preference to
rewards received and customer service and the least preference is given to
Security while using the card and convenient usage of the card services.
85
80
50
85
75
0
10
20
30
40
50
60
70
80
90
in percent
Tier-2
50 50
70
90 90
0
10
20
30
40
50
60
70
80
90
100
in percent
Tier-3
30
Fig:3.1.10(f) This bar graph represents overall result of all the customers and the most
preference to rewards they receive and customer service and the least preference is given to
insurance facilities.
0
50
100
150
200
250
80 75
50
75 80
85 80
50
85 70
50 50
90
70
50
OVERALL RESULT
Tier-1Tier-2Tier-3
Fig:3.1.10(f) This bar graph represents overall result of all the customers and the most
preference to rewards they receive and customer service and the least preference is given to
insurance facilities.
0
50
100
150
200
250
80 75
50
75 80
85 80
50
85 70
50 50
90
70
50
OVERALL RESULT
Tier-1Tier-2Tier-3
31
OPERATIONS
3.2 SOP IN RETAIL OUTLET OPERATIONS:
A Standard Operating Procedure is set of instructions that document a routine or
repetitive activity followed by an organization and having the force of a directive,
covering those features of operations that lend themselves to a definite or
standardized procedure without loss of effectiveness.
Operational procedures are vital to the business of running a retail store.
Procedures typically cover all activities in the store, from sales transactions to
customer support to inventory. The development and use of SOP has various
advantages for the organization. Following standard operating procedures
increases sales, boosts worker productivity and enhances a store's image.
The presence of these quality documents is essential when inspections take place
since the most frequent reported deficiencies during inspections are the lack of
written SOPs and/or the failure to adhere to them. The SOP writing process is
critical to successful implementation of SOPs. As Oil & Gas companies search
for ever more ways to improve performance, increase efficiency and control
costs, we need not only "best practice" to achieve maximum performance but also
"common practice" to standardize best practice throughout the company.
In HPCL head offices, a SOP Manual is maintained for retail outlets comprising
the standard procedures and guidelines to operate the retail outlet in an efficient
manner. It details the procedures, processes & provides checklists that are
required to ensure correct. safe & laid down procedures for positive customer
experience.
OPERATIONS
3.2 SOP IN RETAIL OUTLET OPERATIONS:
A Standard Operating Procedure is set of instructions that document a routine or
repetitive activity followed by an organization and having the force of a directive,
covering those features of operations that lend themselves to a definite or
standardized procedure without loss of effectiveness.
Operational procedures are vital to the business of running a retail store.
Procedures typically cover all activities in the store, from sales transactions to
customer support to inventory. The development and use of SOP has various
advantages for the organization. Following standard operating procedures
increases sales, boosts worker productivity and enhances a store's image.
The presence of these quality documents is essential when inspections take place
since the most frequent reported deficiencies during inspections are the lack of
written SOPs and/or the failure to adhere to them. The SOP writing process is
critical to successful implementation of SOPs. As Oil & Gas companies search
for ever more ways to improve performance, increase efficiency and control
costs, we need not only "best practice" to achieve maximum performance but also
"common practice" to standardize best practice throughout the company.
In HPCL head offices, a SOP Manual is maintained for retail outlets comprising
the standard procedures and guidelines to operate the retail outlet in an efficient
manner. It details the procedures, processes & provides checklists that are
required to ensure correct. safe & laid down procedures for positive customer
experience.
32
3.2.1 OBJECTIVES STUDY:
The main objectives of my objectives study:
1. To know the business impact of Standard Operating Procedures in Retail outlet operations.
2. To know the difference between the SOP enabled retail outlets and the other outlets which
are not SOP enabled.
3. To check and inspect whether the SOP Retail outlets are following the SOP Manual which
is been provided by the HPCL Company
3.2.2 PRACTICES AT RETAIL OUTLET:
The practices at a retail outlet have been divided into the following five chapters.
1. Retail Outlet Operations
2. Customer Care
3. Gaseous Fuels
4. Equipment's and Facilities
5. Health, Safety and Environment
These contents of SOP for HP ROS include many sub-parts which govern the operational
practices.
1. RO Operations
It includes the operational initiatives, opening & closing day, processes, Audit
Al. Day Opening daily operation (6 AM)
A2. Shift Change-daily operation (2PM-10PM)
A3. Day Closing-Daily operation (10PM)
A4. Fueling Process
A5. Product Indenting
A6. Finance Accounting
A7. Technology initiatives
3.2.1 OBJECTIVES STUDY:
The main objectives of my objectives study:
1. To know the business impact of Standard Operating Procedures in Retail outlet operations.
2. To know the difference between the SOP enabled retail outlets and the other outlets which
are not SOP enabled.
3. To check and inspect whether the SOP Retail outlets are following the SOP Manual which
is been provided by the HPCL Company
3.2.2 PRACTICES AT RETAIL OUTLET:
The practices at a retail outlet have been divided into the following five chapters.
1. Retail Outlet Operations
2. Customer Care
3. Gaseous Fuels
4. Equipment's and Facilities
5. Health, Safety and Environment
These contents of SOP for HP ROS include many sub-parts which govern the operational
practices.
1. RO Operations
It includes the operational initiatives, opening & closing day, processes, Audit
Al. Day Opening daily operation (6 AM)
A2. Shift Change-daily operation (2PM-10PM)
A3. Day Closing-Daily operation (10PM)
A4. Fueling Process
A5. Product Indenting
A6. Finance Accounting
A7. Technology initiatives
33
A8. Statutory Requirements
A9. Self-Audit
⮚ Housekeeping - It includes the procedure to achieve cleanliness and maintain a pleasant
ambience at Retail Outlet
⮚ Tank Truck Decantation- It includes unloading of tank trucks in retail pumps to fill in
underground tanks of retail pumps
⮚ Manpower- It refers to the workers/employees working as forecourt salesmen &
providing free air.
⮚ Documentation, Displays & Statutory requirements: These are the statutory displays
that must be displayed around dispensing units and also essential documents that must
be present in the office of the retail pumps.
2. Customer Care
-It includes the facilities that are there and provided to the customers in the retail pumps to
ensure that the proper care of the customer is done.
⮚ Air facility- Free air facility that is provided in retail pumps for four-wheelers as well as
two-wheelers.
⮚ First Aid- First aid facility is provided in each HP Retail pumps.
⮚ Mandatory Facilities-It refers to facilities that are mandatory to be provided to the
customers in retail pumps.
⮚ Retail Automation- It refers to the whole retailing process that is done in retail pumps is
done with the help of automated systems & equipment.
⮚ Quantity & Quality-It refers to the quantity and quality checks and equipment whose
facility is available at the retail pumps.
⮚ Loyalty Cards- a loyalty card, rewards card, point's card, or club card is a plastic or
paper card, visually similar to a credit card or debit card, that identifies the card holder
as a member in a commercial incentives programme. Loyalty cards are a system of the
loyalty business model.
⮚ Grievance handling- In this the grievances or complains are properly handled of the
customers if any in order to make them satisfy completely.
3. Gaseous Fuels
Auto LPG Dispensing Station
A8. Statutory Requirements
A9. Self-Audit
⮚ Housekeeping - It includes the procedure to achieve cleanliness and maintain a pleasant
ambience at Retail Outlet
⮚ Tank Truck Decantation- It includes unloading of tank trucks in retail pumps to fill in
underground tanks of retail pumps
⮚ Manpower- It refers to the workers/employees working as forecourt salesmen &
providing free air.
⮚ Documentation, Displays & Statutory requirements: These are the statutory displays
that must be displayed around dispensing units and also essential documents that must
be present in the office of the retail pumps.
2. Customer Care
-It includes the facilities that are there and provided to the customers in the retail pumps to
ensure that the proper care of the customer is done.
⮚ Air facility- Free air facility that is provided in retail pumps for four-wheelers as well as
two-wheelers.
⮚ First Aid- First aid facility is provided in each HP Retail pumps.
⮚ Mandatory Facilities-It refers to facilities that are mandatory to be provided to the
customers in retail pumps.
⮚ Retail Automation- It refers to the whole retailing process that is done in retail pumps is
done with the help of automated systems & equipment.
⮚ Quantity & Quality-It refers to the quantity and quality checks and equipment whose
facility is available at the retail pumps.
⮚ Loyalty Cards- a loyalty card, rewards card, point's card, or club card is a plastic or
paper card, visually similar to a credit card or debit card, that identifies the card holder
as a member in a commercial incentives programme. Loyalty cards are a system of the
loyalty business model.
⮚ Grievance handling- In this the grievances or complains are properly handled of the
customers if any in order to make them satisfy completely.
3. Gaseous Fuels
Auto LPG Dispensing Station
34
4. Equipment
Equipment’s & Facilties
5. Health, Safety & Environment (HSE)
According to SOP GUIDELINES, the equipment and facilities that must be there in a SOP
enabled HP Retail outlet:
⮚ Quantity & Quality check equipment’s
⮚ Pollution Under Control(PUC) facility
⮚ Ingress and outgress should be clean and well maintained
⮚ Yellow lines at the ingress and outgress should be clean and maintained
⮚ Quick Air Point (QCP) facility must be there at pumps
⮚ Toilets should be well maintained
⮚ Clean drinking water pumps should be maintained
⮚ Canopy should be maintained
⮚ Forecourt should be clean
⮚ Dispensing unit should be maintained Signature pylons should be well maintained
⮚ Free air facility must be there
⮚ First aid kit must be there in retail pumps
⮚ Tagging visual display should be clean and maintained
⮚ Fire safety equipment like fire extinguishers, sand, etc. should be well maintained and
checked weekly.
3.2.3 FUNCTIONS AT VARIOUS DEPARTMENTS:
1) Planning & Operational department
2) Maintenance & Purchase department
3) Finance department
4) Human Resource department
5) Safety & Security department
1) Planning & Operational department: - Planning is the first and foremost activity of any
organization. Rest all activities are depended upon it.
No organization can survive for a long period without proper planning of the different
undertaking at a different department. At every stage planning has to be done. First of all,
planning is made relating to the goal of an organization and accordingly the department at a
4. Equipment
Equipment’s & Facilties
5. Health, Safety & Environment (HSE)
According to SOP GUIDELINES, the equipment and facilities that must be there in a SOP
enabled HP Retail outlet:
⮚ Quantity & Quality check equipment’s
⮚ Pollution Under Control(PUC) facility
⮚ Ingress and outgress should be clean and well maintained
⮚ Yellow lines at the ingress and outgress should be clean and maintained
⮚ Quick Air Point (QCP) facility must be there at pumps
⮚ Toilets should be well maintained
⮚ Clean drinking water pumps should be maintained
⮚ Canopy should be maintained
⮚ Forecourt should be clean
⮚ Dispensing unit should be maintained Signature pylons should be well maintained
⮚ Free air facility must be there
⮚ First aid kit must be there in retail pumps
⮚ Tagging visual display should be clean and maintained
⮚ Fire safety equipment like fire extinguishers, sand, etc. should be well maintained and
checked weekly.
3.2.3 FUNCTIONS AT VARIOUS DEPARTMENTS:
1) Planning & Operational department
2) Maintenance & Purchase department
3) Finance department
4) Human Resource department
5) Safety & Security department
1) Planning & Operational department: - Planning is the first and foremost activity of any
organization. Rest all activities are depended upon it.
No organization can survive for a long period without proper planning of the different
undertaking at a different department. At every stage planning has to be done. First of all,
planning is made relating to the goal of an organization and accordingly the department at a
35
different level plan and accomplishes the goal. In the same way at HPCL also according to the
requirement of the dealer and consumption they plan for the future requirement. Again here also
they should be aware of the stock which is available with them in the tanks, order received from
customer, goods in transit etc. Their planning again depends upon the retail outlet i.e. their
petrol pumps, what is the quantity available with them, how much order is received, how much
they are going to receive the product from head office etc. Here again they keep in mind the
total market of the region, like other retail outlets turnover their share in the market and at what
rate the requirement will increase. Here planning changes every month.
2) Maintenance & Purchase department: - Maintenance is also a prime activity for any
organization. At HPCL also they need to go through the same. Here also maintenance is
required for the fuel tank, pipe lines both within the organization. The fuel tank is used for 5
years for storage and then after every 5 years’ maintenance is done for it. For that they need to
empty the whole tank and undertake the whole maintenance works which include checking the
thickness of the plate form outside, inside, downward, checking of any leakage or weak area of
the tank, painting etc. There are two manholes in the tank which is kept open for some days so
that the gas which is present in it gets exhaust in air. Also there are huge numbers of motors of
50 to 150 which also require maintenance at regular interval of time. Pipe lines also need
maintenance because the whole activity is dependent upon it only that is flow of fuel from one
place to another. Leakages and weak area are identified and repaired.
3) Finance department: - Finance department is maintaining the accounts, for income,
expenditure, payment of custom and excise duties, billing for cash and credit sales etc.
Whatever the requirements are there in the different departments first of all they communicate
to the finance department and as per the availability of fund they inform to the relevant
department. The company can incur an expenditure of Rs.20000 per day for the relevant
requirement without any prior approval from head office, and beyond Rs.20000 expenditure
they need to go through the certain procedure and approval of head office.
4) Human Resource department: - The task of human resource department is to provide the
man power to the different departments. There is a requirement of different employees, labours,
some technical experts etc. The management according to the requirement asks to the
department to make arrangement for the same. The recruitment process is also undertaken at
this stage, right from the receiving application to the final selection and the placement of
employees. As and when there is a requirement of man power at different levels of the
department, there works start right from allotting task, timing, specialization etc.
5) Safety and security department: Safety here is the most important key of the organization.
Even a minute mistake can turn into the big disaster. So various safety methods are adopted to
avoid such situation. Like right from the entering into the premises of HPCL there is a strict
restriction on carrying cell phones, match box, cigarettes, and any gadgets that can lead to
sparks etc. For employees also different safety arrangements are taken. While going to their
respective job they used to wear safety helmet, Safety gloves, safety shoes etc. and work is
undertaken by the expert's supervision. They need to keep check on the electricity part also as it
also may turn disastrous, for that voltage input and output is taken into the account. Fire
extinguishers are kept in abundance quantity everywhere. There is a siren also which
different level plan and accomplishes the goal. In the same way at HPCL also according to the
requirement of the dealer and consumption they plan for the future requirement. Again here also
they should be aware of the stock which is available with them in the tanks, order received from
customer, goods in transit etc. Their planning again depends upon the retail outlet i.e. their
petrol pumps, what is the quantity available with them, how much order is received, how much
they are going to receive the product from head office etc. Here again they keep in mind the
total market of the region, like other retail outlets turnover their share in the market and at what
rate the requirement will increase. Here planning changes every month.
2) Maintenance & Purchase department: - Maintenance is also a prime activity for any
organization. At HPCL also they need to go through the same. Here also maintenance is
required for the fuel tank, pipe lines both within the organization. The fuel tank is used for 5
years for storage and then after every 5 years’ maintenance is done for it. For that they need to
empty the whole tank and undertake the whole maintenance works which include checking the
thickness of the plate form outside, inside, downward, checking of any leakage or weak area of
the tank, painting etc. There are two manholes in the tank which is kept open for some days so
that the gas which is present in it gets exhaust in air. Also there are huge numbers of motors of
50 to 150 which also require maintenance at regular interval of time. Pipe lines also need
maintenance because the whole activity is dependent upon it only that is flow of fuel from one
place to another. Leakages and weak area are identified and repaired.
3) Finance department: - Finance department is maintaining the accounts, for income,
expenditure, payment of custom and excise duties, billing for cash and credit sales etc.
Whatever the requirements are there in the different departments first of all they communicate
to the finance department and as per the availability of fund they inform to the relevant
department. The company can incur an expenditure of Rs.20000 per day for the relevant
requirement without any prior approval from head office, and beyond Rs.20000 expenditure
they need to go through the certain procedure and approval of head office.
4) Human Resource department: - The task of human resource department is to provide the
man power to the different departments. There is a requirement of different employees, labours,
some technical experts etc. The management according to the requirement asks to the
department to make arrangement for the same. The recruitment process is also undertaken at
this stage, right from the receiving application to the final selection and the placement of
employees. As and when there is a requirement of man power at different levels of the
department, there works start right from allotting task, timing, specialization etc.
5) Safety and security department: Safety here is the most important key of the organization.
Even a minute mistake can turn into the big disaster. So various safety methods are adopted to
avoid such situation. Like right from the entering into the premises of HPCL there is a strict
restriction on carrying cell phones, match box, cigarettes, and any gadgets that can lead to
sparks etc. For employees also different safety arrangements are taken. While going to their
respective job they used to wear safety helmet, Safety gloves, safety shoes etc. and work is
undertaken by the expert's supervision. They need to keep check on the electricity part also as it
also may turn disastrous, for that voltage input and output is taken into the account. Fire
extinguishers are kept in abundance quantity everywhere. There is a siren also which
36
immediately informs to the employees if any fire breaks out. There are two water tanks
available in the premises.
3.2.4 INFORMATION FLOW:
Informational flow plays an important part in an organization to communicate easily with other
departments and get proper, correct and easy way to work in big organization such as HPCL.
In HPCL the information flows from top management to lower management like a SUPPLY
CHAIN MANAGEMENT so that the process of information spread easily in organization. The
product is send by head quarter and HO work as a top management they pass it on information
about the product to the planning and operational department about it.
1. How much quantity of the product is coming?
II. Which product is coming?
III. In which ship/vessel its coming?
IV. At what time it's going to reach the destination port?
This information is send by head quarter to planning and Operational department then its flow
by planning and operational department to port so that they easily get their product at proper
time. Then after receiving the information from HO the work of Planning and Operational
department is to pass the information to finance department that HO has sent the product
through vessel so do all the formalities of port, now here planning and operational flow the
information to the port authorities also at same level so that port authorities get the information
that at what time the vessel is coming? In which ship it's coming? After that the port
communicates to finance department that fulfil all the formality of Custom so that product gets
easily departed from vessel to pipeline for the terminal.
After that port authorities again communicate to planning and operational department before 1
hour by sending mail that they are now starting to pump the product through pipeline. After
receiving the mail Planning and Operational department again communicate, after receiving the
product they mail to Port authorities that we receive the product. After Human Resource
department is ready with the workers who are taking care of the product is send to the correct
terminal which is allotted for the specific product and see that the tank is not over loaded by the
product if there is sufficient product in the tank then it's a responsibility of the employee to keep
that product in the pipeline only, so that product is properly adjusted in the tank and not be
access in the tank so that it does not burst in tank. Then human resource department also flow
the information to the Maintenance and Purchase department before storing the product in the
tank. It's a responsibility of the Maintenance department that the tank is not having any problem
in storing the product and see that product is properly adjusted in the tank. After that
Maintenance department is responsible to communicate with the Safety and Security department
immediately informs to the employees if any fire breaks out. There are two water tanks
available in the premises.
3.2.4 INFORMATION FLOW:
Informational flow plays an important part in an organization to communicate easily with other
departments and get proper, correct and easy way to work in big organization such as HPCL.
In HPCL the information flows from top management to lower management like a SUPPLY
CHAIN MANAGEMENT so that the process of information spread easily in organization. The
product is send by head quarter and HO work as a top management they pass it on information
about the product to the planning and operational department about it.
1. How much quantity of the product is coming?
II. Which product is coming?
III. In which ship/vessel its coming?
IV. At what time it's going to reach the destination port?
This information is send by head quarter to planning and Operational department then its flow
by planning and operational department to port so that they easily get their product at proper
time. Then after receiving the information from HO the work of Planning and Operational
department is to pass the information to finance department that HO has sent the product
through vessel so do all the formalities of port, now here planning and operational flow the
information to the port authorities also at same level so that port authorities get the information
that at what time the vessel is coming? In which ship it's coming? After that the port
communicates to finance department that fulfil all the formality of Custom so that product gets
easily departed from vessel to pipeline for the terminal.
After that port authorities again communicate to planning and operational department before 1
hour by sending mail that they are now starting to pump the product through pipeline. After
receiving the mail Planning and Operational department again communicate, after receiving the
product they mail to Port authorities that we receive the product. After Human Resource
department is ready with the workers who are taking care of the product is send to the correct
terminal which is allotted for the specific product and see that the tank is not over loaded by the
product if there is sufficient product in the tank then it's a responsibility of the employee to keep
that product in the pipeline only, so that product is properly adjusted in the tank and not be
access in the tank so that it does not burst in tank. Then human resource department also flow
the information to the Maintenance and Purchase department before storing the product in the
tank. It's a responsibility of the Maintenance department that the tank is not having any problem
in storing the product and see that product is properly adjusted in the tank. After that
Maintenance department is responsible to communicate with the Safety and Security department
37
that when the workers are working in the terminal area the worker are suppose to wear safety
helmet and safety boots also so that all the mishaps are avoidable and they insure their workers
are on safe side.
SWOT Analysis
Strengths:
1. HPCL is one of India's major oil and gas company
2. Hindustan Petroleum operates largest Lube refinery in India.
3. Large product portfolio including oil, natural gas, and lubricants elements.
4. HPCL owns and operates the largest Lube Refinery in India producing Lube Base Oils of
international standards.
5. Produces over 300+ grades of Lubes, Specialties and Greases.
6. More than 11,000+ people are employed with HPCL.
Weakness:
1. Intense competition from other PSU's and international oil companies means limited market
share.
2. Government intervention often disrupts operations efficiency.
that when the workers are working in the terminal area the worker are suppose to wear safety
helmet and safety boots also so that all the mishaps are avoidable and they insure their workers
are on safe side.
SWOT Analysis
Strengths:
1. HPCL is one of India's major oil and gas company
2. Hindustan Petroleum operates largest Lube refinery in India.
3. Large product portfolio including oil, natural gas, and lubricants elements.
4. HPCL owns and operates the largest Lube Refinery in India producing Lube Base Oils of
international standards.
5. Produces over 300+ grades of Lubes, Specialties and Greases.
6. More than 11,000+ people are employed with HPCL.
Weakness:
1. Intense competition from other PSU's and international oil companies means limited market
share.
2. Government intervention often disrupts operations efficiency.
38
Opportunities:
1. HPCL can tap the increasing fuel/oil prices and increase margins.
2. Increasing demand for natural gas in transport and industries.
3. HPCL can focus on partnerships and international growth to expand export market.
4. Acquisition to strengthen its market position.
Threats
1. Government regulations can affect HPCL's performance.
2. High Competition from other players.
3. Fluctuating market and crude prices can reduce profitability for HPCL.
4. HPCL operates in an industry where geopolitical conflicts can impact the supply and price of
crude oil.
Opportunities:
1. HPCL can tap the increasing fuel/oil prices and increase margins.
2. Increasing demand for natural gas in transport and industries.
3. HPCL can focus on partnerships and international growth to expand export market.
4. Acquisition to strengthen its market position.
Threats
1. Government regulations can affect HPCL's performance.
2. High Competition from other players.
3. Fluctuating market and crude prices can reduce profitability for HPCL.
4. HPCL operates in an industry where geopolitical conflicts can impact the supply and price of
crude oil.
39
CHAPTER 4
LEARNINGS FROM THE PROJECT
Operational Efficiency: Projects often aim to enhance operational efficiency by improving
processes, reducing costs, and optimizing resource utilization. HPCL has learned various
techniques and strategies to streamline their operations and make them more efficient, leading
to cost savings and increased productivity.
Safety and Environment: Oil and gas projects usually involve handling hazardous materials and
pose potential risks to the environment and safety. HPCL has gained insights into implementing
robust safety measures, ensuring compliance with environmental regulations, and minimizing
the impact of their operations on surrounding communities.
Technology Adoption: Projects often drive technology adoption and innovation within the oil
and gas industry. HPCL has learned about the latest technologies, such as advanced refining
techniques, digitalization, automation, and data analytics, to optimize their processes, improve
product quality, and enhance overall performance.
Project Management: Managing large-scale projects involves coordinating various stakeholders,
allocating resources, and adhering to timelines. HPCL has developed expertise in project
management, including effective planning, risk assessment, communication, and stakeholder
engagement.
Market Dynamics: Projects can provide valuable insights into market dynamics, including
demand-supply trends, pricing mechanisms, and customer preferences. HPCL has learned to
adapt to changing market conditions, anticipate customer needs, and make informed business
decisions based on market insights.
Collaboration and Partnerships: Many projects involve collaborations with other companies,
technology providers, or research institutions. HPCL has gained experience in fostering
effective partnerships, leveraging external expertise, and building a network of collaborators to
drive innovation and achieve project goals.
CHAPTER 4
LEARNINGS FROM THE PROJECT
Operational Efficiency: Projects often aim to enhance operational efficiency by improving
processes, reducing costs, and optimizing resource utilization. HPCL has learned various
techniques and strategies to streamline their operations and make them more efficient, leading
to cost savings and increased productivity.
Safety and Environment: Oil and gas projects usually involve handling hazardous materials and
pose potential risks to the environment and safety. HPCL has gained insights into implementing
robust safety measures, ensuring compliance with environmental regulations, and minimizing
the impact of their operations on surrounding communities.
Technology Adoption: Projects often drive technology adoption and innovation within the oil
and gas industry. HPCL has learned about the latest technologies, such as advanced refining
techniques, digitalization, automation, and data analytics, to optimize their processes, improve
product quality, and enhance overall performance.
Project Management: Managing large-scale projects involves coordinating various stakeholders,
allocating resources, and adhering to timelines. HPCL has developed expertise in project
management, including effective planning, risk assessment, communication, and stakeholder
engagement.
Market Dynamics: Projects can provide valuable insights into market dynamics, including
demand-supply trends, pricing mechanisms, and customer preferences. HPCL has learned to
adapt to changing market conditions, anticipate customer needs, and make informed business
decisions based on market insights.
Collaboration and Partnerships: Many projects involve collaborations with other companies,
technology providers, or research institutions. HPCL has gained experience in fostering
effective partnerships, leveraging external expertise, and building a network of collaborators to
drive innovation and achieve project goals.
40
BIBILIOGRAPHY
The following are the websites used for collecting information required to make
this report:
● Industry Profile:
https://www.hindustanpetroleum.com/who-we-are
● Drive track plus :- https://hpcl.drivetrackplus.com/DTPWeb
● HPCL Loyalty Program :-
https://www.hindustanpetroleum.com/pages/loyalty-program
BIBILIOGRAPHY
The following are the websites used for collecting information required to make
this report:
● Industry Profile:
https://www.hindustanpetroleum.com/who-we-are
● Drive track plus :- https://hpcl.drivetrackplus.com/DTPWeb
● HPCL Loyalty Program :-
https://www.hindustanpetroleum.com/pages/loyalty-program
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