shekar agencies report pdf

MP Birla Institute of Management Castrol Shekar Agencies

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CONTENTS

Chapter No Title Page No

1

Introduction

1.1 Background of the study 4

1.2 Industry Profile 5

1.2.2 Meaning of Lubricant 5

1.2.2 Manufacturing Process of Lubricating Oil 5

1.2.3 Global Scenario 9

1.2.4 Indian Scenario 10

1.3 Company Profile 12

1.3.1 Castrol Shekar Agencies 13

1.3.2 About Castrol and its distributors in India 14

1.3.3 Product line 16

1.3.4 Few facts about Castrol India Limited 20

1.3.5 Brief about the competitors of Castrol and their analysis 22

1.4 Vision, Mission and Objectives 29

2

Organisational Structure

2.1 Corporate Organization structure 31

2.2 Departmental Organization 32

2.3 Authority and Responsibility relationship 32

3

Functional Areas

3.1 HR Department 35

3.1.1 Objectives 35

3.2 Marketing Department 36

3.3 Operations Department 37

3.4 Finance Department 38

3.4.1 Objectives 38

3.5 Distribution and Logistics Departments 38

4

SWOT Analysis 41

4.1 Strength and Weakness 42

4.2 Opportunities and Threats 42

4.3 Problem Identification and solution in any specific area 42

5

Observations, Suggestions and Conclusion

5.1 Major Findings 47

5.2 Suggestions 48

5.3 Learning’s from the Organizational Study 49

Conclusion 49


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Annexure

Balance Sheet 51

Bibliography 53


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INTRODUCTION


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1. INTRODUCTION

1.1 BACKGROUND OF THE STUDY

This study was carried out, as part of the MBA curriculum prescribed by the Bangalore

University, after the 1st year of the MBA programme i.e. after the 2nd semester and before

the commencement of the second year i.e. before the 3rd semester of the MBA programme.

We had to undergo summer training in the corporate sector for hands on experience, where

we get an opportunity to put into practice the knowledge gained during the entire first year.

Hence, the organizational study was conducted at Shekar Agencies, Bangalore, for a period

of 5 weeks. The organization was studied on an overall basis.

The objective of our study was to:

Understand the structure of Shekar Agencies and how it functions.

Understand the different facets of the environment in which the organization operates.

Understand the culture of Shekar Agencies.

Know about the decision-making processes in Shekar Agencies.

The process or methodology used in this study was:

Learn about the working environment of Shekar Agencies.

Sketch the organizational hierarchy.

Assess the performance of Shekar Agencies.

Study the procedures, functions and activities of Shekar Agencies employees.

To examine the changes in the environment and how best Shekar Agencies can

achieve its objectives.


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1.2 INDUSTRY PROFILE

1.2.1 Meaning of Lubricant

The word ‘LUBRICANT’ means a substance such as grease or oil which reduces

friction when applied as a surface coating to moving parts. It may also have the

function of transporting foreign particles. The property of reducing friction is known

as lubricity.

1.2.2 Manufacturing Process of Lubricating Oil

Lube oil is extracted from crude oil, which undergoes a preliminary purification

process (sedimentation) before it is pumped into fractionating towers. A typical high-

efficiency fractionating tower, 25 to 35 feet (7.6 to 10.6 meters) in diameter and up to

400 feet (122 meters) tall, is constructed of high grade steels to resist the corrosive

compounds present in crude oils; inside, it is fitted with an ascending series of

condensate collecting trays. Within a tower, the thousands of hydrocarbons in crude oil

are separated from each other by a process called fractional distillation. As the vapours

rise up through the tower, the various fractions cool, condense, and return to liquid

form at different rates determined by their respective boiling points (the lower the

boiling point of the fraction, the higher it rises before condensing). Natural gas reaches

http://en.wikipedia.org/wiki/Lubricity


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Crude oil distillation process

A good lubricant possesses the following characteristics:

High boiling point.

Low freezing point.

High viscosity index.

Thermal stability.

Corrosion prevention.

High resistance to oxidation.

The most important function of lubricants is the reduction of friction and wear and in

some cases; the relative movement of two bearing surfaces is only possible if a

lubricant is present. In times when saving energy and resources and cutting emission

have become central environmental matters, lubricants are increasingly attracting

public awareness. Scientific research has shown that 0.4 % of gross domestic product

http://en.wikipedia.org/wiki/Viscosity_index

http://en.wikipedia.org/wiki/Oxidation


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could be saved in terms of energy in Western industrialized countries if current

tribological knowledge, i.e. the science of friction, wear and lubrication, was just

applied to lubricated processes.

Apart from important applications in internal combustion engines, vehicle and

industrial gearboxes, compressors, turbines or hydraulic systems, there are a vast

number of other applications which mostly require specifically tailored lubricants.

This is illustrated by the numerous types of greases or the different lubricants for chip-

forming and chip-free metalworking operations which are available. Between 5000 and

10 000 different lubricant formulations are necessary to satisfy more than 90 % of all

lubricant applications.

If one thinks of lubricants today, the first type to come to mind are mineral oil based.

Mineral oil components continue to form the quantitatively most important foundation

of lubricants. Petrochemical components and increasingly derivatives of natural,

harvestable raw materials from the oleo-chemical industry are finding increasing

acceptance because of their environmental compatibility and some technical

advantages.

On average, lubricating oils, which quantitatively account for about 90 % of lubricant

consumption, consist of about 93 % base oils and 7 % chemical additives and other

components (between 0.5 and 40 %). Worldwide, there are 1380 lubricant

manufacturers ranging from large to small. On one hand there are vertically-integrated

petroleum companies whose main business objective is the discovery, extraction and

refining of crude oil. Lubricants account for only a very small part of their oil business.

At present, there are about 180 such national and multinational oil companies engaged

in manufacturing lubricants. The 1200 independent lubricant companies mainly

concentrate on the manufacturing and marketing of lubricants and view lubricants as

their core business. While the large, integrated companies focus on high-volume

lubricants such as engine, gear and hydraulic oils, many independent lube companies

concentrate on specialties and niche business, where apart from some tailor-made

lubricants, comprehensive and expert customer service is part of the package.


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The top 1 % of the world’s manufacturers of finished lubricants (of which there are

more than 1380) account for more than 60 % of global sales; the other 99 % share less

than 40 %.

World ranking of the largest manufacturers of lubricants (2005)

1. Shell Great Britain/The Netherlands

2. Exxon Mobil USA

3. BP (Castrol) UK

4. Petrochina/Sinopec China

5. Chevron USA

6. Lukoil Russia

7. Fuchs Germany

8. Nippon Oil Japan

9. Valvoline USA

10. Idemitsu Japan

11. Conoco Phillips USA

12. CPC Taiwan

13. PDVSA Venezuela

14. Repsol Spain

15. Indian Oil India

16. Agip Italy

17. Yukos Russia

World ranking of the largest manufacturers of industrial lubricants (2005)

1. Exxon Mobil USA

2. Shell Great Britain/Netherlands

3. Petrochina/Sinopec China

4. Chevron USA

5. BP (Castrol) UK

6. Fuchs Germany

7. Nippon Oil Japan


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8. Idemitsu Japan

9. Total France

10. Lukoil Russia

11. PDVSA Venezuela

12. Yukos Russia

13. Repsol Spain

14. Agip Italy

15. Valvoline USA

16. Conoco Phillips USA

1.2.3 Global Scenario

Declining demand growth of automotive lubricants, increasing competition on account

of the presence of a large number of players, and increasing raw material costs and

marketing expenditure are leading to declining player margins in the lubricant industry.

Global demand for lubricants in the world is estimated at around 41 million (mn) KL.

Automotive lubricants account for around 54%, Industrial lubricants for around 41%

and Marine lubricants for the balance.

Globally, the lubricants industry has been growing at 2.0-2.5% per annum in the past

five years. In developed countries, automotive lubricants have been growing at a slower

rate of 1.0% per annum on account of the saturation of vehicle population, improved

engine technology and better quality of oil.

The region wise distribution of lubricant demand worldwide is shown below:


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Asia is the third largest market for lubricants in the world and is expected in future to

grow at a faster rate as compared to other developed markets. Asia’s share in the world

lubricant market has increased from 22% in 1993 to 25% in 1998. The per capita

consumption of lubricants in different countries is shown below:

1.2.4 Indian Scenario

India is the sixth largest lubricant market in the world, with a consumption of around

1.12 million KL in 1998-99 (an effective market size of Rs. 55-60 bn.) as against an

installed capacity of 1.6 million KL and has grown at a CAGR (Compound Annual

Growth Rate) of around 7.0% over the period 1993 to 1998. However, with the

industrial downturn and also slower growth in the automobile sector, the growth of the

industry has slowed down to around 4.0% in the last few years.

Asia Pacific 25%

Europe 35%

Central - Southern America

12%

North America 28%

Regionwise Demand

Country Per Capita Consumption

(Kg)

America 31.0

Europe 14.0

China 2.0

India 1.0


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Till 1993, the Indian Lubricant industry was totally controlled by the Government, with

the Oil Co-ordination Committee (OCC) controlling all aspects of the Industry. Thus,

the industry was dominated by the oil Public Sector Units (PSU) - Indian Oil

Corporation Limited (IOCL), Hindustan Petroleum Corporation Limited (HPCL) and

Bharat Petroleum Corporation Limited (BPCL). Castrol was the only major private

sector player in the industry. The market shares of the key players in the industry as in

1998-99 are given below:

The lubricant industry in India can be broadly classified into two segments -

Automotive Lubricants and Industrial Lubricants, with automotive lubricants

accounting for over 60 % of the total lubricant market.

The automobile lubricant market has grown at around 4% from 1993-94 to 1998-99,

with the commercial vehicle segment accounting for about 70% of the total

consumption of automotive lubricants. India’s per capita consumption of automotive

lubricants is low at around 1 Kg per annum on account of the low penetration of

automobiles in the country.

India has the second largest railway network, fifth largest mining industry and is the

twelfth most industrialised nation in the world. Hence, industrial lubricants account for

Others 6%

IOC 34%

HPCL 18%

BPCL 8%

IBP 2%

Castrol 19%

Gulf Oil 6%

Tide Water 4%

Elf 3%

Market share - Lubricants


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about 40% of the total lubricant market in India and have grown at a CAGR of 13%

from 1993-94 to 1998-99.

In 1993, the Government liberalised the lubricants sector and announced a number of

regulatory changes. These included –

Entry of foreign companies into the Indian market.

Decanalization of imports of base oil.

Decontrol of pricing of base oil.

Reduction in customs duty on base oils (progressively reduced from a peak of

85% to the current level of 25%).

The deregulation of the lubricant industry has had a severe impact on the structure of

the Indian lubricants market. Lubricants have the highest margin among refined

petroleum products. Companies earn between 20-30 times more from selling lubricants

than other petroleum products. Such a lucrative business encouraged foreign majors

like Shell, Exxon, Mobil, Caltex, Elf etc., to enter the Indian market. Currently, the

industry is highly fragmented with over thirty players as compared to the five in 1993.

The share of public sector companies has declined from 90 % in 1991 to less than 70 %

in 1999. The change in the market share has been predominantly on account of rapid

developments in technology, marketing, and distribution strategies of companies.

1.3 COMPANY PROFILE

Company : Castrol Shekar Agencies

Proprietor : Rajshekar. G. Rao

Operations Managers : Hari Prasad

Managers : Ranjini

: Gowda

Auditors : Shradha


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1.3.1 Castrol Shekar Agencies

Founded in 1998 on a very small scale, Castrol Shekar Agencies was a small business

designed to meet the needs of the ever changing technology in the manufacturing world

by supplying quality lubricants. They have 2 branches currently in Bangalore,

Karnataka which is also the home which plans to expand to all over Karnataka within

few years.

Castrol Shekar Agency was the pilot effort by Castrol India Limited in Southern

Karnataka and over the years Shekar Agency has become the second largest distributor

for Castrol in India.

Castrol Shekar Agencies was established as a proprietorship with the intention of

selling quality lubes along with unmatchable solutions and end to end services to the

manufacturing world in Bangalore. All aspects of the business will be documented to

ensure customers can count on the same results every time. It is these documents that

will become the basis of ownership. The proprietor will use his or her name as the

guarantor of each service. Therefore, the proprietor must embody the vision and

mission of Castrol Shekar Agencies in line with Castrol’s vision and mission.

As Castrol Shekar Agencies was a part of South-India’s pilot project they are proud to

be associated with the brand Castrol and its product line and also it was an initiative

taken by Castrol India to turn this agency to a pilot distributor in South-India where it

was initially a CCC (Customer Care Centre) and after many years attained the status of

being a Castrol distributor.

Castrol Shekar Agencies are the only authorised dealers for Castrol’s products in

Bangalore and are enjoying monopoly since the time of its inception. From the time of

its inception till date they have grown from just 15 employees to more than 150

employees catering to different business needs and meeting the demands of the

competitive market.


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1.3.2 About Castrol and its distributors in India

The History of Castrol in India dates back to 1910 when certain automotive lubricants

from C. C. Wakefield and company made an entry in the Indian Market. In 1919, C. C.

Wakefield and company setup its first overseas branch office in India and commenced

operations as a trading unit. Today, Castrol India Limited is the second largest player in

the Indian lubricant industry and is the market leader in the retail automotive lubricant

segment. Castrol India is a part of the BP group worldwide.

Castrol India Limited is a Public Limited Company with 70.92% of the equity held by

Castrol Limited UK (part of BP Group). In 2003 the company's turnover was

Rs.1360.51 crores and Profit after tax was Rs. 137.38 crores.

From a minor oil company, with a share of about 6% in 1991, Castrol India has grown

to become the second largest lubricant company in India with a market share of around

22%.

Castrol India manufactures and markets a range of automotive and industrial lubricants.

It markets its automotive lubricants under two brands - Castrol and BP. The company

has leadership positions in most of the segments in which it operates including

passenger car engine oils, premium 2-stroke and 4-stroke oils and multigrade diesel

engine oils. Castrol India has the largest manufacturing and marketing network

amongst the lubricant companies in India. The company has 5 manufacturing Plants

across the country, including a state-of-the-art plant in Silvassa. The company reaches

its consumers through a distribution network of 270 distributors, servicing over

70,000.retail outlets.

Castrol India has clearly demonstrated its commitment to Indian consumers for over 80

years, by offering its international range of high performance products backed by the

highest level of customer service. The company has managed to gain sustainable

competitive advantage through:

Distinctiveness driven by continuous innovation in all areas of business

Winning culture and a desire to excel

Strong meaningful relationships with all stakeholders


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On 19 March 1899, Charles Cheers Wakefield started up an oil company.

Within 10 years, a new lubricant was produced that would revolutionise transport in the

first half of the twentieth century – it was called ‘Castrol’.

The success of our company owes much to the original philosophy of Charles

Wakefield. He drew on the help and encouragement of his customers in developing his

new Castrol Oils, because he had the foresight to see that working in partnership was

the best way to achieve success for both parties. This rationale is as relevant to us today

as it was then.

Castrol now employs over 12,000 people in more than 130 countries.

They work at the forefront of advanced technology and are the world leader in the

development of motor oils.

CASTROL ACQUIRED BY BP: JULY 2000

With the acquisition of Castrol by BP, Castrol has become the leading brand within

BP’s lubricants business. Castrol was selected by BP because it was seen as one of the

great lubricants brands in the world, with a name that is synonymous with superbly

engineered products of the highest quality.

It has been a very successful union. Castrol’s creative and innovative marketing and

brand management expertise has fitted well with BP’s ability to build highly profitable,

performance-driven businesses. Today, a distinctive global lubricants operation is

taking on all competitors…and winning over customers in markets across the world.

INDUSTRIAL LUBRICANTS & SERVICES…SHAPING TECHNOLOGY

Castrol Industrial, part of BP's Refining & Marketing division, is a leading global

player in its own right, supplying the equipment manufacturing and industrial

maintenance industries with a unique and diverse range of essential products and

technical support services.


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Every day, we harness our unrivalled knowledge and expertise in high performance

lubricants and metalworking fluids – and share best practice with our customers.

Around the world, we work with our customers to introduce and exploit all the benefits

of improved process efficiencies. To support this, we maintain strategically located

technology centres as well as machining test centres in Asia, Europe and North

America.

Their offers include a wide range of product support services to boost performance and

profitability across different customer locations and manufacturing sites.

They understand the challenges of implementing the right processes in the right places.

For the maximum convenience of our customers, we operate from a broad network of

sales and support locations and channels.

100+ YEARS’ EXPERIENCE IN HIGH PERFORMANCE LUBRICANTS AND

METALWORKING FLUIDS

Castrol Industrial is the ideal partner for Equipment Manufacturers and Industrial

Maintenance companies the world over. Our knowledge enables us to select and apply

the combination of products and services that most positively impact productivity,

quality and costs in your manufacturing operations.

1.3.3 Product line


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Our comprehensive range of world-class lubricants deliver the performance you need in

every application, including the most demanding and capital intensive, where leading

edge lubrication technology is vital.

From gear oils to greases, our standard and high performance lubricants can help your

equipment run smoothly, even in the most difficult environments, and for long periods

of time – giving you improved reliability.

With emphasis on your process reliability, we have developed a comprehensive range

of premium metalworking fluids.

Our compatible products are formulated to give world-class performance and improve

your quality and productivity at reduced overall process costs, as well as allowing you

to meet your environmental and safety regulations.


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Once seen as a necessary evil, industrial cleaning has become a crucial element of the

value chain within many industrial manufacturing processes. In recent years,

cleanliness requirements have increased significantly to guarantee accurate quality,

functionality and lifespan of parts and components, and to facilitate optimum surfaces

for subsequent treatments such as heat treatment or coatings.

Castrol offers you a comprehensive range of world-class industrial cleaners and product

support services that will help you to:

Achieve more reliable cleanliness of finished parts

Improve Health and Safety and reliability performance

Boost productivity through reduced scrap rates

Lower your cleaning costs

Our range of user-friendly and environmentally responsible industrial cleaners offers

you the choice of:

Hydrocarbon Solvent Cleaners – Specially formulated with selected hydrocarbons,

delivering excellent solvency for mineral oils, fats, greases and other soils typically

found in manufacturing.

Castrol Techniclean

Aqueous Process Cleaners – Allow flexibility of choice in delivering cleaning

performance, depending on the equipment to be used.


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Castrol Careclean

Castrol Flexiclean

Castrol Techniclean

Maintenance Cleaners – Divided into two categories: Industrial Floor Cleaners –

liquid alkaline degreasing and cleaning solutions for cleaning industrial floors; and

Machine Tool/System Cleaners – light-to-heavy-duty machine tool cleaners and

disinfectants.

Metal corrosion affects virtually everyone every day. Whenever base metals or related

articles are produced, there is a risk of corrosion – and whenever this occurs, it costs

money and eats into profits.

We have focused on preventing corrosion with our comprehensive range of world-class

corrosion preventives and product support services that will help you to:

Achieve more reliable protection of finished parts

Improve Health, Safety and Environmental (HSE) performance

Boost productivity through reduced scrap rates and waste

Dewatering fluids, mill oils or soluble corrosion preventives – our product range covers

all your industrial requirements, so you can choose the best product from the following

to suit your needs:

Solvent based dewatering corrosion preventives – Dewatering agents with excellent

water displacing and penetrating properties and corrosion preventives.


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Castrol Rustilo

Castrol Safecoat

Neat corrosion preventive oils – Economical and efficient corrosion preventive oils for

all surface protection requirements.

Castrol Rustilo

Castrol Safecoat

Aqueous corrosion preventives – Synthetics, soluble oils and micro-emulsions allowing

multiple degrees of freedom in process design.

Castrol Aquasafe

Castrol Rustilo

1.3.4 Few facts about Castrol India Limited


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1.3.5 Brief about the competitors of Castrol and their analysis

As the distributors are dependent on the sales of Castrol any impact on Castrol will

affect them directly as sales drop significantly. A few of the major competitors for

Castrol in India are mentioned below.

Indian Oil

Indian Oil Corporation Ltd. is India’s largest company by sales with a turnover of

Rs. 4,09,957 crores ($ 85,550 million) and profit of Rs. 3,955 crores ($ 825 million)

for the year 2011-12.

Indian Oil is the highest ranked Indian company in the latest Fortune ‘Global 500’

listings, ranked at the 83rd position. Indian Oil's vision is driven by a group of dynamic

leaders who have made it a name to reckon with.

Bharat Petroleum

Success in the corporate world emanates from the relentless pursuit of excellence. Our

growth post nationalisation in 1976 has been phenomenal. One of the single digit

Indian representative in the Fortune 500 & Forbes 2000 listings, we are often referred

to as an “MNC in PSU garb”. A pioneer in marketing initiatives employing “Best in

Class” practices.

Hindustan Petroleum Corporation Limited

HPCL is a Government of India Enterprise with a Navratna Status, and a Fortune 500

and Forbes 2000 company, with an annual turnover of Rs. 1,32,670 Crores and

sales/income from operations of Rs 1,43,396 Crores (US$ 31,546 Millions) during FY

2010-11, having about 20% Marketing share in India among PSUs and a strong market

infrastructure. HPCL's Crude Thru put and Market Sales (including exports) are 14.75

Million Metric Tonnes (MMT) and 27.03 MMT respectively in the same period.


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Analysis on National Oil Competitors

The above three oil based companies Indian Oil, Bharat Petroleum and Hindustan

Petroleum Corporation Limited are Indian companies which are all listed in Fortune

companies ranking and have a strategic distribution canal which reaches out to the

tiniest of corners in India and extends their distribution business all across the major

cities in India. This result in a few constraints to the distributors of Castrol in India as

Castrol being a foreign company they have more rules to be followed and cannot

commence business in every nook and corner as their distribution network is not as

wide as Indian companies.

Blaser Swisslube

Blaser Swisslube was founded in 1936 by Willy Blaser. The goal of the company, from

the beginning, has been to produce value-added products for customers that are friendly

for humans and the environment. This pioneering spirit and constant will for

innovation, runs through the company's history like a thread. These guiding principles

have made this family owned coolant company, a Global Player under the leadership of

Peter Blaser.

With Marc Blaser, the third generation is also committed to keep the promise to

provide to our customers the best products with the best service.

Thousands of companies around the world trust Blaser lubricants. For over seventy-five

years we have been researching and developing our products to the highest standards of

scientific technology. At our Headquarters in Switzerland, we run the largest R & D

Lab of the branch where innovative ideas are tested and put into action. Products like

cutting fluids and cutting oils are the speciality.

Quaker

Since 1918, we have been establishing and maintaining long-term relationships with

leading enterprises in primary metals, metalworking, and other basic process industries


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all over the world. Today, we have business and production presence in every major

manufacturing country in the world.

Quaker is a $683.2 million dollar company headquartered in Conshohocken,

Pennsylvania, USA, with regional headquarter locations in Uithoorn, The Netherlands,

Rio de Janeiro, Brazil and Shanghai, China. The company is publicly traded on the

New York Stock Exchange, and has a long track record of financial consistency and

strength.

As the Company entered the 21st century, we began a major strategic action to better

meet the changing needs of our customers. Now, as a global, knowledge-based

company, we provide our best service, technology, and product resources to all of our

customers—wherever they are in the world.

While working hard to meet customers’ needs, we also strive to keep a strong sense of

responsibility to our associates, to the communities in which we operate, and to the

natural environment.

As further evidence of our commitment to continuous improvement, our efforts at

quality have been acknowledged by the International Organization for Standardization,

with ISO 9001 ratings at our own facilities, as well as at customer sites where we

deliver services and products directly. Many facilities are also ISO 14001 certified and

rated by accredited companies such as Lloyd’s, British Standards Institute (BSI), and

Det Norske Veritas (DNV). Specialise in products like cutting oils, corrosion

preventives, metal forming etc.

Fuchs

Founded in 1931, the FUCHS GROUP has grown to become the largest independent

manufacturer of specialty lubricants in the world. Recognized internationally for its

innovative lubricants and industry related specialty products, Fuchs has a global reach

with manufacturing facilities in over 40 countries.

FUCHS Lubricants Co., the US operating unit of the Fuchs Group, provides high

quality lubricants to a wide range of industry. From underground mines to makers of


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complex metal components including automotive, appliance and aerospace

manufacturers, Fuchs has products to meet the specialized needs of our customers.

Fuchs is constantly developing new products to meet the ever changing demands of

modern industry. Improved productivity, reduced cost, improved worker safety, and

reduced environmental impact are just a few of the benefits Fuchs products provide.

Fuchs superior customer service is supported by a system of eight North American

manufacturing facilities, thirty-four North American warehouses and a company

operated delivery fleet. Our factory trained field technicians operating locally provide

unparalleled service and expertise.

The leading edge technology of our products, the expertise of our employees and

factory direct supply channels provide the service and value our customers expect, and

makes FUCHS Lubricants Co. unique in the marketplace. FUCHS is committed to

providing our customers with comprehensive technical solutions that suit our

customer’s lubrication needs.

Analysis on Niche Product Players

The above three competitors Blaser Swisslube, Quaker and Fuchs are a major threat for

Castrol as they are the pioneers in lubricant oils for aerospace industry which is

growing at great heights in the last couple of years and is booming in developing

countries like India so the aerospace industry in such countries will prefer the pioneers

over Castrol in this segment and hence the distributors will have a tough job along with

the company to market such niche products.

APAR Industries Limited

Apar Industries Limited, founded by Late Mr. Dharmsinh D. Desai in the year 1958 is

one among the best established companies in India operating in the diverse fields of

electrical, metallurgical and chemical engineering. Over the ensuing years it has


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evolved to be a 700 million US Dollar diversified company offering value added

products and services in Power Transmission Conductors and Petroleum Specialities.

A technology – driven and customer – focused vendor to some of the most brand-

enhancing power companies in India and abroad, Apar has strengthened the business of

its customers through proactive product development, timely product delivery and

superior product attributes by reinforcing product innovation, cost leadership and

premium quality and living its vision ‘Tomorrow’s Progress Today’ resulting in

Reliability, Respect, Reputation and Repeat business across manufacture of Speciality

Oils and Power Conductors.

Their speciality oil ranges from transformer oils, industrial oils and lubricants to ink

oils which is a distinct diversification inside the industry of lubricants.

Raj Group

From a modest beginning over 60 years ago, Raj is today a multi-product, multi

location conglomerate with world class products and services encompassing the entire

product spectrum of petroleum specialities business.

Under its three broad product groups -- Transformer Oils, Process Oils / Gels and

Lubricants, the Group offers an exhaustive range of over 500 world class products

covering wide spectrum of application, as well as speciality segments of the industry.

More than a dozen renowned generic product brands, each one a market leader in its

own field, offer innovative solutions to today’s discerning customer in the global

market.

Their product ranges from High Performance Automotive Oils, High Performance

Foodgrade & Speciality Lubricants, Transformer Oils to Process Oils and Gels.

Analysis on Local Players

The above local players APAR Industries Limited and Raj Group are companies that

are making its mark in the lubricant industry and they are financially very sound hence


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can compete with the big global players in the home country. The two companies have

diversified their businesses to a wide range of products other than only lubes by which

it creates more opportunities for growth and helps in better distribution as they will

know the different mind sets of different people as they have diversified their business.

Mobil

Are the world's largest publicly traded international oil and gas company, providing

energy that helps underpin growing economies and improve living standards around the

world.

They hold an industry-leading inventory of global oil and gas resources. They are the

world’s largest refiner and marketer of petroleum products, and their chemical

company ranks among the world’s largest. They are also a technology company,

applying science and innovation to find better, safer and cleaner ways to deliver the

energy the world needs.

Over the last 125 years ExxonMobil has evolved from a regional marketer of kerosene

in the U.S. to the largest publicly traded petroleum and petrochemical enterprise in the

world. Today they operate in most of the world's countries and are best known by their

familiar brand names: Exxon, Esso and Mobil. They make the products that drive

modern transportation, power cities, lubricate industry and provide petrochemical

building blocks that lead to thousands of consumer goods.

Their products include automotive lubricants, industrial lubricants, greases etc.

ExxonMobil has a well-developed network of experienced distributors around the

world. Their authorized ExxonMobil distributors must meet stringent requirements

related to product quality and handling, personnel training and qualification, and brand

representation. They work closely with authorized distributors to ensure needs are met

and you are able to extract maximum value from our lubricants.


28

Shell

They are a global group of energy and petrochemicals companies with around 90,000

employees in more than 80 countries and territories. Their innovative approach ensures

they are ready to help tackle the challenges of the new energy future.

From the world's largest integrated, export oriented oil and gas project to helping to

meet Asia's demand for petrochemicals - Shell’s major projects show their technology

and expertise in action.

When you fill up with Shell, you can relax in the knowledge that Shell fuels, including

Shell V-Power and Shell V-Power Diesel, are backed by unique technological expertise

and decades of research and development by some of the best scientists from around

the world, all working to help you get the most out of every drop.

Shell Lubricants is the number one global lubricant supplier and has a 70-year history

of innovation. Some of the world’s top manufacturers choose Shell as the first-fill

motor oil for new vehicles in their factories and continue to use a range of their

products for ongoing servicing.

Whatever your needs or application, Shell can provide a full range of lubes including

synthetic high-performance products. See how our superior oils and lubricants work to

clean and protect your engine, helping to improve its performance and prolonging its

life. Their distribution channels are very thoughtfully placed keeping in mind the

market requirement and the nearness to the Shell production facility units.

Analysis on Private Players (International)

Mobil and Shell are the biggest players in International market and their businesses

diversify over a wide range of products from industrial to automotive to aerospace and

marines which are great demand all over the world. They lay lot of emphasis on their

distribution units and have superior outlets of retail and wholesale distributors having

trained employees like Castrol to market their range of products.


29

1.4 VISION, MISSION AND OBJECTIVES

Meaning of Vision

An aspirational of what an organization would like to achieve or accomplish in the mid-

term or long-term future. It is intended to serve as a clear guide for choosing current

and future courses of action.

Meaning of Mission

A mission statement defines what an organization is, why it exists and its reason for

being. At a minimum a mission statement should define who your primary customers

are, identify the products and services you produce, and describe the geographical

location in which you operate.

Castrol’s Vision, Mission and Objectives

"We will, sustainably, enhance the profitability of our customers by developing

innovative products and services offers. As a result, we will become the manufacturing

partner of choice within the Equipment Manufacturing and Industrial Maintenance

market spaces.”

Consolidating and growing its market share in the premium segment.

To reach out to consumers across different segments.

To provide timely delivery and quality products.

To motivate employees at a greater level.

To create and obtain more customers and their loyalty.


30

ORGANIZATIONAL

STRUCTURE


31

2. ORGANIZATIONAL STRUCTURE

2.1 CORPORATE ORGANIZATIONAL STRUCTURE

Castrol Shekar Agencies was established as a sole proprietorship in 1998 with the

intention of selling quality lubes along with unmatchable solutions and end to end

services to the manufacturing world in Bangalore.

Proprietor - Rajshekar. G. Rao

Operations Manager - Hari Prasad

Sales Managers - Mani

Srinivas

Finance Manager - Ranjini

Marketing Manager - Gowda

Accounts Head - Shradha


32

2.2 DEPARTMENTAL ORGANIZATION STRUCTURE

As we can see in this structure Castrol Shekar Agency is a flat organization where the

Proprietor and the Operations Head take major decisions and guide the respective

teams.

2.3 AUTHORITY AND RESPONSIBILTY RELATIONSHIP

The Proprietor is the central point. The orders are given by the Proprietor aided by the

Operations Head and the orders are followed by the various departments. There are strict

guidelines to be adhered to and the whole system is rule bound. Any process followed has to

go through all the formalities.

In each department there is a head who has the responsibility of ensuring that all the tasks are

taken care of without any problem. The Operations Head delegates the work to the manager

Proprietor

Finance Manager Sales Managers

Marketing Manager

Operations Head


33

and gives a timeline for the end of the task. The manager then takes the task to his team and

ensures that the task is done by the team.

The manager usually delegates the work to the head of department for that area of

specialization and follows up with the head for further correspondence. The head will then

delegate the task to the team members and ask them to finish the work in the required

timeline. On completion of the work, the team hands over the work to the head for review

and then it’s given to the manager. This way there is a process flow in the way the work is

delegated and completed.


34

FUNCTIONAL

AREAS


35

3. FUNCTIONAL AREAS

3.1 HR DEPARTMENT

The Human resource department is one of the most sidelined department, yet one of the

most important one in an organization. The reason being that they handle one of the

most unpredictable resource i.e. Man. HR departments refers to the policies and

practices framed for and organization. They include Recruitment, HR Services, Talent

Management, Training and Administration.

3.1.1 Objectives

The objective of HR is to maximize the return from an organization’s human resource.

The activities carried out include:

HR planning

Job analysis and design

Recruitment and selection

Orientation and placement

Training and development

Performance appraisal and job evaluation

Employee and executive remuneration

Employee motivation

Employee welfare

There are basically three sub divisions under the HR department which are Corporate

HR, Entity HR and Circle HR. The corporate HR is responsible for making policies,

implementing suggestions and is also involved in strategic planning. The entity HR

provides targets for the circle HR and is mainly involved in execution of the policies

and practices which the corporate HR makes. The circle HR is involved in recruitment,

appointment, training, payroll, employee issues etc.


36

The various HR functions are

Talent Acquisition

Talent Development

Talent Management

The talent acquisition is mostly done nowadays through consultancies. The companies

source the recruitment process out to consultancies and the best people selected by the

consultancies are interviewed and hired. Also talent acquisition is done through campus

placement where the company goes to the respective colleges and then selects the

talent.

Under talent management, we have the performance management system which keeps a

track of the employee’s performance. Then based on the performance, the management

will take a decision as to whether training should be given to the employee. Then

slowly the career planning for the employee will be given by the company and also

suggestions on how the employee can mould his career and go forward is also given by

the company.

The recruitment process in Shekar agencies is a three step activity; first the planning for

manpower is done, then the sourcing activity takes place where resumes of the

candidates are chosen and then their interview is taken. First the functional interview is

taken and then the HR interview is taken. Finally step three is negotiating the CTC with

the candidate and offer is made.

3.2 MARKETING DEPARTMENT

The process by which companies create customer interest in products or services is

called marketing. It generates the strategy that underlies sales techniques, business

communication and business development. It is an integrated process through which the

companies build strong customer relationships and create value for their customers and

for themselves.

Marketing is used to identify the customer, to keep the customer, and to satisfy the

customer. Marketing management is one of the major components of business


37

management. Marketing evolved to meet the developing new markets. The term

marketing concept holds that achieving organizational goals depends on knowing the

needs and wants of target markets and delivering the desired satisfactions. It proposes

that in order to satisfy its organizational objectives, an organization should anticipate

the needs and wants of consumers and satisfy these more effectively than competitors.

The chief marketing manager is mainly involved in the creative communication

process. None of the content given on pamphlets, hoardings etc will be put up without

going through the creative team. The main function of the creative team is to design

hoardings, pamphlets, radio jingles, TV ad concepts etc and provide the content of the

same.

The marketing HOD (Head of Department) is responsible for the media and trade

planning and also the research part is taken care by the marketing HOD. The team uses

the print media, Radio, Celebrity promotions, TV ad’s etc as sources of media for

promotion and awareness. The communication team organizes events like photo shoots,

outsources the advertisements to ad agencies etc. Any kind of research is carried out by

the research team. Mainly the research helps with problem identification or it helps

with finding out the reasons for the problem. It also helps in finding out the consumer

behavior and likes and dislikes of the consumer.

3.3 OPERATIONS DEPARTMENT

Castrol Shekar Agencies has two stores in Bangalore. Hence the operations of Shekar

agencies are divided into different areas of product lines. And each area has a head

called a managing head.

The operations department has the following functions;

Ensure that the operations in each store take place smoothly

Ensure that the store manager and department managers are carrying out their

functions


38

3.4 FINANCE DEPARTMENT

Finance department is responsible for the financial administration and management of

the company along with the financial rules and financial guidelines acting in the

company. Finance department concerns with securing the financial health of the

company.

3.4.1 Objectives

To ensure smooth flow of business by taking care of the financial flows

To optimize the financial resources of the company

To meet the financial expenses in a systematic way

Analyzing risk and returns associated with projects and endeavors taken by the

company

Determine the need of working capital in the organization

Determining the pay scales of the employees

Profit maximization of the company and its partners

Receipt of money from the customers and accounting the same

Payment to suppliers and payment of all office expenses

The major sources of revenue for Castrol Shekar Agencies are from the sale of metal

working fluids and high-performance lubes as they contribute the most to the

organizations gross margin.

The major expenses are salary of the employees, Rent for office space, marketing

functions like promotion expenses, gift vouchers etc. The software required for the

proper functioning of various programs, stationeries of the like books, pens etc,

telephone expenses, electricity expenses and other miscellaneous expenses.

3.5 Distribution and Logistics Departments

The D & L team is responsible for ensuring the supply chain is managed without any hassles.

As in any distribution and logistics team, the main task is to ensure that the


39

goods being distributed are well tracked and the logistics are well in place. The D & L

team takes care of the entire operations of Castrol Shekar Agencies throughout

Karnataka i.e. all stores across Karnataka and it is their responsibility to ensure that the

required goods are reaching the stores on time and that too without any problem.


40

SWOT

ANALYSIS


41

4. SWOT ANALYSIS

SWOT analysis is a strategic planning method used to evaluate the Strengths,

Weaknesses, Opportunities, and Threats involved in a project or in a business venture.

It involves specifying the objective of the business venture or project and identifying

the internal and external factors that are favourable and unfavourable to achieve that

objective.

4.1 STRENGTH AND WEAKNESS

Strength

The oldest and the first distributor of Castrol in South-India and hence has a

strong customer base.

All executives in Castrol Shekar Agency are technically trained about their

product which in turn helps the customers in understanding the technicalities of

using their products.

They have a strong financial backup as many investors are pooling in money.

Excellent communication with customers helps in boosting sales and also in

word of mouth marketing.

As Castrol is one of the leading lubes company in the world there is no

necessary to spend huge money in marketing the products by the distributor.

Executives of Castrol don’t only market their product but they help the

customers to imbibe knowledge of the lubricant and its advantages.

Weakness

Attrition is high due to market demand for Castrol executives and it impacts the

time and cost for training new recruits.

Lack of awareness by the customers as they do not know the full product lines

of Castrol available with the distributor.

http://en.wikipedia.org/wiki/Strategic_planning

http://en.wikipedia.org/wiki/Project

http://en.wikipedia.org/wiki/Business


42

4.2 OPPORTUNITIES AND THREATS

Opportunities

Expansion in various parts of Karnataka and India.

Introduction of niche products as aerospace sector is growing all across India.

Diversification of their business to Castrol’s retail outlets due to competition

from other brands and growth in the lubes industry.

Threats

The trained employees of Castrol when they leave Castrol and join their

competitors they will reap the benefit of fully trained employees who can

convince the customers with technical knowledge also.

As the lubricant market is very strategically placed due to increasing number of

competitors, the competitors indulge in poaching with employees from Castrol

and by these means they also increase their customer base.

In rural parts there have also been instances where the products were tampered

and the same low quality products were sold, which in turn degrades the brand

name and lowers the sales numbers due to unsatisfactory customers due to

inferior product.

4.3 PROBLEM IDENTIFICATION AND SOLUTION

Problem Identification

Sales & Distribution – Shekar Agencies must aim for the sales & distribution

team to be more flexible in responding to market dynamics and more

accountable by requiring it to document all sales commitments.

Customer Service - The idea of Customer service to keep comprehensive,

centralized records of all contacts to enhance customer service and strengthen

customer loyalty.


43

Sales Executives – When the executives are expected to market their products

by meeting individual customers they skip their rounds and waste time which in

turn decreases the business for the distributor.

Due to better technology in the lubes industry the requirement of lubes is

fluctuating day to day and this will impact total sales and profits.

The competitors always offer the customers a whooping discount on their

products and in comparison to Castrol so it results in the drop of sales.

As attrition is high in this sector it is very challenging in keeping the employees

motivated and create loyalty in them.

Solution

“Motivation” is the key factor to encourage the employees for getting them working

harder and smarter. This can be achieved by introducing reward system which should

happen on a continual basis based on the employee’s performance on monetary or non-

monetary terms by offering them national and international tours, assets like

automobiles, electronic gadgets and appliances, appreciation certificates etc. This will

help in reducing employee downtime as they wish to be more productive than usual to

get the rewards and recognitions provided. There needs to be classes on motivation

taken by certified professionals which will improve the employee’s morale. This will

also help in reducing the attrition rate as there is a scope for the employees to improve

themselves on personal and professional front and hence loyalty for the organization

increases.

The “Customer is King”, so they should be provided with quality products followed by

good customer service which is the key factor in creating customer satisfaction and

loyalty. In order to create loyalty there should be a clear difference between regular /

repeat customers and other customers. The repeat customers need to be given extended

credit or discounts and need to make them feel special by offering them free samples of

new products and giving them goodies which in turn will benefit in building customer

relationship. A satisfied customer is always a repeat customer and then becomes a loyal

customer. Set up of customer rewards program can be as simple as a discount on a

customer’s birthday or as complex as a points system that earns various rewards such as


44

discounts on merchandise. Done right, rewards programs might really help build

customer loyalty and increase sales.


45

OBSEREVATIONS,

SUGGESTIONS

AND

CONCLUSIONS


46

5. OBSERVATIONS, SUGGESTIONS AND CONCLUSION

The lubricant business is a seasonal business and volume gets affected due to various

seasonal factors. Hence, quarter-on-quarter result comparison will not give the correct

picture. This is the observed data for Castrol sales in volume. Quarter 2 (April- June)

and Quarter 4 (Oct-Dec) of the calendar year are generally the best quarters.

Sales in kilo litres during

June 2010 to December

2011

75 63.4

60.4 61.9 63.4 65.1 60.2

30

58.7

60

24

45 18

30 12

15 7.3 6

3.4

4.3 2.6

-

0

(0.3)

(0.3)

(15) (5.2) -6

Jun_10 Sep_10 Dec_10 Mar_11 Jun_11 Sep_11 Dec_11

Sales in volume % variation in sales

Sales of Castrol Shekar Agency

Jan - Dec

Year Target (kl) Achieved (kl)

2009 572 623

2010 740 860

2011 960 784

2012 750 -


47

Observation made from the sales graph of Castrol and sales figures of

Castrol Shekar Agency

The above sales graph of Castrol that its sales volume has dropped considerably from

December, 2010 to December, 2011 due to fluctuations in the price of raw materials,

competition from industry leaders in lubricants, increase in crude oil prices etc which

has a direct impact on all businesses of Castrol. Castrol Shekar Agencies has also failed

in achieving its targeted sales due to the reasons which affected the overall sales of

Castrol.

We can clearly infer that Castrol Shekar Agency has suffered from making profits as

they did not meet the target sales. As the distributor of Castrol any impact on the brands

sales volume will have a direct or indirect affect on its entire chain and line of

businesses.

5.1 MAJOR FINDINGS

Castrol Shekar Agency being the pilot distributor in South-India and the sole

distributor in Bangalore enjoy large customer base and monopoly in Bangalore.

They believe in delivering quality products to customers and providing after

sales services.

The executives of Castrol distributors are well trained and so they brief the

advantages of using the right lubricant to the customer which helps in creating

customer satisfaction.

The brand name gets associated with the person when he/she works with the

organization.

Since Castrol Shekar Agency was a pilot project by Castrol there are lot of

opportunities to learn about the history of the distributor and how they faced

challenging times and grew to become a major distributor for Castrol in South-

India.

Personal growths of the employees are directly related to the performance in

work as they are paid high incentives.


48

The Marketing department is its major strength which keeps adopting new plans in

order to ensure that the sales of the company increases.

Due to high incentives few employees work for long hours and have shorter weekends

to gain that extra bit and recognition in the organization.

5.2 SUGGESTIONS

Expanding their business is of major importance because as of now they are the only

distributors for Castrol in Bangalore with two branches but as demand increases the

distributors will also increase.

Many employees fail to meet the customers who provide business as the employees

fake about their where abouts and not meet the customers. In order to avoid this kind

of behaviour the organization must penalize such employees by cutting a part of the

losses incurred from their salaries.

Communication has to be given well in time. Many a times what happens is the

managers expect the employee to do the work as soon as it is communicated and due

to the lack of time, they pressurize the employee. This can be avoided by giving the

communication well in advance.

The employees deserve some sort of motivation to work and the managers should try

and recognize the work of the employees more often and not doing this leads to

frustration building up in the employees.

As this a flat organization there is no scope for growth in the organizational hierarchy

for employees so the organization must consider in increasing fancy designation titles

for the employees. By doing so they get motivated and will work harder, this in turn

enables personal growth and organizational growth.

As there is high attrition in this sector and in the organization there is requirement of a

“Relationship Officer” who can redress the employee grievances and create a

soothing ambience at the work place. This in turn will benefit the organization by

increasing employee loyalty towards the organization.

There should be involvement of the lower and middle level employees in the decision

making process and the top management should be more flexible towards the same.


49

This will create a sense of attachment to the organization in the employees and will

feel important to the organization which will create more responsible employees.

5.3 Learning’s from the Organizational Study

The organizational study has given me a very good corporate exposure and a great learning

experience. I was able to learn the practical and theoretical aspects which are applied in the

day to day activities of the organizations and are as follows:

Organizational study is one of the best opportunities to face the practical problems,

situations which cannot be learned in the classroom.

There should be a proper work life balance and achieving targets is crucial in

marketing.

Communication skills are very important.

Customers are the king and they want to be treated like one too with a variety of

choices at their disposal.

Work is utmost important and in order to ensure a smooth working flow, the work has

to be completed on time.

Coordination between various members is an essential part of working.

Everything is well planned.

Documenting / Recording every transaction of the business are very important for

current and future purposes.

CONCLUSION

Castrol Shekar agency has a very flat organizational structure enabling them to take

quick decisions. As the distributors are stakeholders of the company any fluctuation

that happens in the market that affects the company will affect the distributors as well

as they are a part of the company Castrol itself.

In growing times like now the company executives must be a step ahead as the

customer expects to be briefed about the product, after sales service and the discounts


50

available before buying the product. When the company fails to meet the customer’s

expectation there are rival companies waiting to expand their customer base by

encroaching into their territory. It is very taxing on the company as there is cut-throat

competition not only on encroaching into the customer base but also there is high

attrition rate of the employees and the competitors are more than willing to pay higher

salaries to get the rival companies out performers. The main mantra for all the market

leaders is “Customer Satisfaction” as this increases customer loyalty.

The lubricant industry is a seasonal industry so sales do not happen all round the year.

The quality of lubricants is improving on a continuous basis and has longer longevity

which decreases the wear and tear of machines in industries and automobiles for longer

duration and it results in fewer requirements of the lubricants dropping the volume of

sales. Hence diversification of the business and its products are very much required.

Aerospace is a growing sector all over the world, so the demand for the lubes is also

increasing for this sector. All the lube leaders in the world are expanding their stream to

aerospace and every other business sector where there is expected growth.


51

ANNEXURE

Balance Sheet

------------------- in Rs. Cr. -------------------

Castrol Tide Water Oil Continent Petro

Dec '11 Mar '12 Mar '11

Sources Of Funds

Total Share Capital 247.28 0.87 2.54

Equity Share Capital 247.28 0.87 2.54

Share Application Money 0 0 0.56

Preference Share Capital 0 0 0

Reserves 356.92 307.5 1.38

Revaluation Reserves 0 0 0

Net worth 604.2 308.37 4.48

Secured Loans 0 0 0.51

Unsecured Loans 0 0 0.05

Total Debt 0 0 0.56

Total Liabilities 604.2 308.37 5.04

Source: www.moneycontrol.com

http://www.moneycontrol.com/


52

Castrol Tide Water Oil Continent Petro

Dec '11 Mar '12 Mar '11

Application Of Funds

Gross Block 306.59 127.1 5.64

Less: Accum. Depreciation 194.07 54.04 3.92

Net Block 112.52 73.06 1.72

Capital Work in Progress 31.04 2.35 0

Investments 0 51.75 0

Inventories 300.92 166.38 1.71

Sundry Debtors 218.95 83.45 3.57

Cash and Bank Balance 48.99 34.15 0.04

Total Current Assets 568.86 283.98 5.32

Loans and Advances 195.53 53.16 0.53

Fixed Deposits 500.01 0 0

Total CA, Loans & Advances 1,264.40 337.14 5.85

Deferred Credit 0 0 0

Current Liabilities 518.6 133.26 2.53

Provisions 285.16 22.67 0

Total CL & Provisions 803.76 155.93 2.53

Net Current Assets 460.64 181.21 3.32

Miscellaneous Expenses 0 0 0

Total Assets 604.2 308.37 5.04

Contingent Liabilities 228.98 51.97 0.36

Book Value (Rs) 24.43 3,539.60

Source: www.moneycontrol.com



53

BIBLIOGRAPHY

MAGAZINES

Company Internal Documents

WEBSITES

www.businessdictionary.com (accessed on 28th

Aug, 2012)

www.crisil.com (accessed on 30th

and 31st Aug, 2012)

www.entrepreneur.com (accessed on 28th

Aug, 2012)

www.castrol.com (accessed on 27th

, 28th

, 29th

30th

and 31st Aug, 2012)

www.kotaksecurities.com (accessed on 29th

and 30th

Aug, 2012)

www.moneycontrol.com (accessed on 31st Aug, 2012)

http://www.businessdictionary.com/

http://www.crisil.com/

http://www.entrepreneur.com/

http://www.castrol.com/

http://www.kotaksecurities.com/


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