A SUMMER INTERNSHIP REPORT

ON
MARKETING & RESEARCH
AT

MACKERAL OIL TOOLS PVT. LTD.

Submitted in partial fulfillment of the recruitment for the award of the degree of
BACHELOR OF BUSINESS ADMINISTRATION
Submitted to

MAHARSHI DAYANAND UNIVERSITY, ROHTAK

Under the guidance of: Submitted By:

Ms. Deepanshi Sharma Amit Sharma
Assistant Professor Roll No.: 196010
Department of Management Studies BBA 5th Semester
GITM, Farrukhnagar, Gurugram

GLOBAL INSTITUTE OF TECHNOLOGY AND MANAGEMENT

FARRUKHNAGAR, GURUGRAM
SESSION 2019-2022
 CERTIFICATE BY INTERNAL GUIDE

This is to certify that the contents of this report entitled “Marketing and Research At
Mackeral Oil and Tools Pvt. Ltd.” By Amit Sharma, Roll No. 196010 submitted to Ms.
Deepanshi Sharma the Award of Bachelor of Business Administration (5 th Semester) is
original Internship work carried out by her under my supervision.

This report has not been submitted either partly or fully to any other University or
Institute for award of any degree or diploma.

Ms. Deepanshi Sharma

Assistant Professor
Department of Management Studies

GITM, Farrukhnagar, Gurugram

Date:

Place: - GURUGRAM
STUDENT DECLARATION

I hereby declare that the work incorporated in the report entitled “Marketing and Research at
Mackeral Oil and Tools Pvt. Ltd. In partial fulfillment of the requirements for the award of
Bachelor of Business Administration is the outcome of original study undertaken by me and it
has not been submitted earlier to any other University of Institution for the award of any
Degree or Diploma.

(Signature of student)
Amit Sharma
Roll No. 196010
BBA 5th Semester

Date:

Place: Gurugram
 ACKNOWLEDGEMENT

Heartfelt thanks to those who supported me.

A project report is never a sole product of one person, whose name appears on the cover. I
consider it a privilege to acknowledge the contribution of all helping hands for their cooperation
and guidance that enabled me to dedicate time and effort in framing my analysis inn conceivable
system.
I would like to express my gratitude to all those gave me the possibility to complete the
project. I want to thank Marketing department of mackeral Oil and Tools Pvt. Ltd. For giving
permission to commence this project, to do the necessary research work and to use
departmental data.
It’s a great sense of satisfaction and a matter of privilege tome to work at mackeral Oil and tools
Pvt. Ltd. I am indebted to Mr. Ram Prakash Upadhyay, Marketing Head who gave me an
opportunity to undergo training in this organization.

I am earnestly grateful to my guide Ms. Deepanshi Sharma, Assistant Professor, Global Institute of
Technology and Management, Farrukhnagar, Gurugram for providing me an opportunity to
undertake project work in their esteemed organization and practical training which will go
long-term shaping my career.
It often happens that one is at loss of words when one is really thankful and sincerely wants
to express one’s feeling gratitude towards other.

Amit Sharma
 ABSTRACT

Progress is the continuouture process. It is relative and absolute. We cannot stop at a certain
destination and declare the target has been achieved and we need not to go further.

The summer training programmers are designed to give the manger the manager the future of the
corporate happenings and work culture. These real life situation are entirely different form the
stimulated exercise enactedin an artificial environment inside the summer training programmes
and designed, so that manager to tomorrow do not feel ill case when the time come to shoulder
responsibilities.
I was privileged enough to join “mackeral Oil and Tools Pvt. Ltd. As a summer trainee In the
present competitive and dynamic business scenario Marketing is the most area of business. I
personally wished to do the research project in the field of marketing.

The experience that I have gathered during this period has certainly provided me with an
orientation which, I believe, will help me to shoulder any assignment successfully in near future.
During this period, I have collected all the information though primary and secondary data, which
were available at the concerned office of the company on the basis of my training programme, I
have tried my best to arrange the work in systematic and chronological way.

However to cover detailed information of the organization in such a sort period was not
possible. Despite the inherent shortcoming of the study, a genuine attempt was made on my
part see that the study was carried out in the right respective.
This report gives the better understanding of recruitment and selection process in organization.
 TABLE OF CONTENTS

Company Certificate i
Certificate by the guide ii
Student declaration iii
Acknowledgement iv
Abstract v

CHAPTERS TITLE PAGE NOS

CHAPTER-1 INTRODUCTION 09 - 20
CHAPTER-2 PROFILE OF THE INDUSTRY 21 - 48
AND
COMPANY
CHAPTER-3 LITERATURE REVIEW 49 - 61
CHAPTER-4 RESEARCH METHDOLOGY 62 – 64

CHAPTER-5 DATA ANALYSIS 65 – 69

CHAPTER-6 FINDING AND 70 – 70
SUGGESTIONS
CHAPTER-7 CONCLUSION AND 71 – 72
ANEXURE
 CHAPTER-1

INTRODUCTION
 INTRODUCTION

MARKETING

Meaning of Marketing
The action or business of promoting and selling products or services, including market research
and advertising.
According to the American Marketing Association:
(AMA) Board of Directors, Marketing is the activity, set of institutions, and processes for
creating, communicating, delivering, and exchanging offerings that have value for customers,
clients, partners, and society at large.

Dr. Philip Kotler defines marketing as “the science and art of exploring, creating, and delivering
value to satisfy the needs of a target market at a profit. Marketing identifies unfulfilled needs and
desires. It defines, measures and quantifies the size of the identified market and the profit
potential. It pinpoints which segments the company is capable of serving best and it designs and
promotes the appropriate products and services.”

Definition of Marketing

Marketing is dynamic and impactful. The details differ between industries, but at its most basic
marketing is how businesses reach prospective customers and communicate the unique benefits of
a product or service. It encompasses all the activities that companies undertake to promote,
goal
sell, and distribute that product or service. The is to generate sales and build a loyal
customer base by informing prospective and existing buyers about the offering.
Your target audience must first be aware that your product or service exists before you can hope
to inspire a purchase. An essential function in any business, marketing supports efforts to acquire,
keep, and grow customers.

Markting Functional Areas

Marketing is a diverse field. The structure and organization of a team can vary depending on
several factors, including the industry, size of the company, and unique organizational needs.
A small startup may have only one dedicated marketing professional, while a multinational
corporation may have hundreds.
 No matter how it is organized, a marketing team is typically responsible for the following functions:
 Advertising
 Brand marketing
 Channel Marketing
 Communications
 Content marketing
 Digital marketing
 Email marketing
 Media relation and PR
 Partnet marketing
 Product marketing
 Search engine marketing
 Social media marketing

The Role of Marketing within A Firm

The official American Marketing Association definition published in July 2013 defines marketing
as “the activity, set of institutions, and processes for creating, communicating, delivering, and
exchanging offerings that have value for customers, clients, partners, and society at large.

While this definition can help us better comprehend the parameters of marketing, it does not
provide a full picture. Definitions of marketing cannot flesh out specific transactions and other
relationships among these elements. The following propositions are offered to supplement this
definition:

1. The overall directive for any organization is the mission statement or an equivalent expression of
organizational goals. It reflects the inherent business philosophy of the organization.
2. Every organization has a set of functional areas (e.g., accounting, production, finance, data
processing, marketing) in which tasks pertinent to the success of the organization are performed.
These functional areas must be managed if they are to achieve maximum performance.
3. Every functional area is guided by a philosophy (derived from the mission statement or company
goals) that governs its approach toward its ultimate set of tasks.
4. Marketing differs from the other functional areas, because its primary concern is exchanges that
take place in markets outside the organization.
5. Marketing is most successful when the philosophy, tasks, and implementation of available
technology are coordinated and complementary to the rest of the business.
 Product

The term “product” is defined as anything, either tangible or intangible, offered by the firm; as a
solution to the needs and wants of the consumer; something that is profitable or potentially
profitable; and a goods or service that meets the requirements of the various governing offices or
society. The two most common ways that products can differentiated are:

1. Consumer goods versus industrial goods, and

2. Goods products (i.e. durables and non-durables) versus service products

Intangible products are service-based, such as the tourism industry, the hotel industry, and the
financial industry. Tangible products are those that have an independent physical existence.
Typical examples of mass-produced, tangible objects are automobiles and the disposable razor. A
less obvious but ubiquitous mass produced service is a computer operating system.

Every product is subject to a life-cycle that starts with its introduction and is followed by a growth
phase, a maturity phase, and finally a period of decline as sales falls. Marketers must do careful
research on the length of the product’s life-cycle and focus their attention on different challenges
that arise as the product moves through each stage.
 Placement

Product distribution (or placement) is the process of making a product or service accessible for
use or consumption by a consumer or business user, using direct means, or using indirect means
with intermediaries.

Distribution Types

1. Intensive distribution means the producer’s products are stocked in the majority of outlets. This
strategy is common for basic supplies, snack foods, magazines and soft drink beverages.
2. Selective distribution means that the producer relies on a few intermediaries to carry their product.
This strategy is commonly observed for more specialized goods that are carried through specialist
dealers, for example, brands of craft tools, or large appliances.
3. Exclusive distribution means that the producer selects only very few intermediaries. Exclusive
distribution is often characterized by exclusive dealing where the re-seller carries only that
producer’s products to the exclusion of all others. This strategy is typical of luxury goods retailers
such as Gucci.

The decision regarding how to distribute a product has, as its foundation, basic economic
concepts, such as utility. Utility represents the advantage or fulfillment a customer receives from
consuming a good or service. Understanding the utility a consumer expects to receive from a
product being offered can lead marketers to the correct distribution strategy.

Promotion

The three basic objectives of promotion are:

1. To present product information to targeted consumers and business customers.

2. To increase demand among the target market.
3. To differentiate a product and create a brand identity.

A marketer may use advertising, public relations, personal selling, direct marketing, and sales
promotion to achieve these objectives. A promotional mix specifies how much attention to give
each of the five subcategories, and how much money to budget for each. A promotional plan can
have a wide range of objectives, including: sales increases, new product acceptance, creation of
brand equity, positioning, competitive retaliations, or creation of a corporate image.
Price

The price is the amount a customer pays for the product. The concept of price is in contrast to the
concept of value, which is the perceived utility a customer will receive from a product. Adjusting
the price has a profound impact on the marketing strategy, and depending on the price elasticity
of the product, often it will affect the demand and sales as well. The marketer should set a price
that complements the other elements of the marketing mix. A well chosen price should (a) ensure
survival (b) increase profit (c) generate sales (d) gain market share, and (e) establish an
appropriate image.
From the marketer’s point of view, an efficient price is a price that is very close to the maximum
that customers are prepared to pay. In economic terms, it is a price that shifts most of the
consumer surplus to the producer. A good pricing strategy would be the one which could balance
between the price floor and the price ceiling and take into account the customer’s perceived
value. Common pricing strategies include cost-plus pricing, skimming, penetration pricing,
value-based pricing, and many more.

Trade-Off Analysis
The exchange process allows the parties to assess the relative trade-offs they must make to
satisfy their respective needs and wants. For the marketer, analysis of these trade-offs is guided
by company policies and objectives. For example, a company may engage in exchanges only
when the profit margin is 10% or greater. Buyers also have personal policies and objectives that
guide their responses in an exchange.
Unfortunately, buyers seldom write down their personal policies and objectives. Even more
likely, they often do not understand what prompts them to behave in a particular manner. This is
the mystery, or the “black box,” of buyer behavior that makes the exchange process so
unpredictable and difficult for marketers to understand.

Negotiation

There tends to be some negotiation between the parties in the exchange process.
Individuals on both sides attempt to maximize rewards and minimize costs in their transactions
so as to obtain the most profitable outcomes. Ideally, all parties achieve a satisfactory level of
reward.
 In each transaction, there is an underlying philosophy in respect to how the parties
perceive the exchange. Sometimes deception and lying permeate the exchange. Other exchanges
may be characterized as equitable, where each party receives about the same as the other—the
customer’s need is satisfied and the business makes a reasonable profit.

Planning

Preparing a communication plan involves five key points:

Defining the audience: List the key stakeholders needing information about the course of events
in the project.

Defining the requirements: Answer the question, “What do key stakeholders want to know?”
This question should be answered according to the audience’s level of knowledge.

Building a communications schedule: A flexible yet consistent schedule should be prepared and
verified by the audience.

Defining the medium of communication: Presenting the information smoothly is important,

especially for stakeholders. While they are not involved in the project, they need to know what is
going on. An appropriate medium should be selected to ensure the information is delivered
successfully.

Preparing the content: The content should include the purpose company, the steps involved in
meeting company goals, and the roles and responsibilities of team members.
 Tools and techniques

Communication can be in different forms including:

 Direct mail or online informational output

 To management in the form of e-mail or discussion forums
 To stakeholders in form of advertisement or public relations

The key to building a strong stakeholder relationship is communicating with all members of the
company. Stakeholders should have a clear idea of a company’s strategy. After any stakeholder
discussions, it is important to create a written report of what was discussed. The report can have
information on various projects, goals or new initiatives. The report should be detailed yet concise:

1. It should show the structure and analysis of the budget.

2. Profit/loss analysis and direction of the company should be summarized.
3. The knowledge of all these steps are important for stakeholders to understand their involvement in the
process.
 Marketing by Individuals and Firms

Marketing by firms compared to marketing by individuals differs greatly in terms of customization level
and personal attention.

Marketing by Firms

A marketing strategy is the combination of all of an organization’s marketing goals into one
comprehensive plan. The overall marketing strategy of an organization should focus on developing
relationships with customers to understand their needs while also developing goods, services and ideas
to meet those needs. Creating a marketing strategy generally involves six steps:

1. Information Gathering: Research potential customers, their needs and spending habits in order to
understand what sort of product, service or idea they wish to buy. A specific method of information
gathering is targeting, which is the process of finding customers whose needs and preferences match the
product range offered by a company.
2. Evaluation of Organization Capabilities: Decide what your organization can produce and what your
organization is not capable of producing based on the organization’s specific strengths and weaknesses.
3. Identify Market Opportunities: Research the current market for a product idea with no competition or
strong demand.
4. Set Objectives of Marketing Strategy: Decide what results need to be achieved in order to reach the
organization’s goals. An objective is a specific result that an organization aims to achieve within a
certain timeframe and with available resources.
5. Formulate an Action Plan: List the specific steps the organization needs to take to implement the
marketing plan, and assign the responsibilities to specific staff members. One such step is product
positioning, which is the process by which marketers try to create an image or identity in the minds of
their target market. Action plans should be based around the 4 Ps of marketing, or SIVA analysis.
6. Monitor & Evaluate: Study the marketing plan at least once per quarter to track performance against the
set objectives.
 General Marketing Strategies

1. Niche Strategy: A niche is an area in a market in which there are unmet needs that, when met, can lead to
unique business opportunities. Niche strategy involves finding customers under-served by current
offerings. An example of niche marketing is the online, self-help market in which businesses cater to
highly specific aspects of peoples’ lives for which they desire tips and advice.
2. Growth Strategy: This strategy aims to increase revenue from existing market niches and deliver better
offerings to new target markets.
3. Defensive Strategy: This strategy aims to maintain, or defend, a leadership position in a market by
developing brand loyalty and mass distribution.
4. Offensive Strategy: This strategy aims to adopt a policy of “destroyer pricing” to preempt the entry of
new firms or drive away existing competitors. Also known as predatory pricing, this strategy is useful
when competitors or potential competitors cannot sustain equal or lower prices without losing money.

Marketing by Individuals

Marketing by individuals, as opposed to organizations, can be most clearly differentiated by the strategy
of personal selling. Personal selling is the act of using people to sell products to consumers face-toface.
The personal selling process is a seven step approach:

1. Prospecting – the step where salespeople determine leads or prospects.

2. Pre-approach – consists of customer research and goal planning for the presentation.
3. Approach – when the salesperson initially meets with the customer and determines the need.
4. Presentation – the process of grabbing the customer’s Attention, igniting Interest, creating Desire, and
inspiring Action, or AIDA.
5. Meeting objections – salespeople should do their best to anticipate objections and respectfully respond to
them.
6. Closing the sale – the salesperson uses various techniques to gain a commitment to buy.
7. Follow-up – following up will ensure customer satisfaction and help establish a relationship with the
customer.
 CHAPTER-2

PROFILE OF THE INDUSTRY AND

COMPANY
INDUSTRY PROFILE

Uncovering the oil and gas industry

Considered being the biggest sector in the world in terms of dollar value, the oil and gas sector is a global
powerhouse using hundreds of thousands of workers worldwide and generating hundreds of billions of
dollars globally each year. In regions which house the major NOCs, these oil and gas companies are so
vital they often contribute a significant amount towards national GDP.

In this introduction to the oil and gas industry, we provide a snapshot of the petroleum sector.
 What are the different oil and gas sectors?

The energy sector has three key areas:-

1) Upstream
2) midstream
3) downstream

What is upstream? –

Upstream is E&P (exploration and exploration). This involves the search for underwater and underground
natural gas fields or crude oil fields and the drilling of exploration wells and drilling into established
wells to recover oil and gas.

What is midstream? –

Midstream entails the transportation, storage, and processing of oil and gas. Once resources are recovered, it
has to be transported to a refinery, which is often in a completely different geographic region compared
to the oil and gas reserves. Transportation can include anything from tanker ships to pipelines and
trucking fleets.

What is downstream? –

Downstream refers to the filtering of the raw materials obtained during the upstream phase. This means
refining crude oil and purifying natural gas. The marketing and commercial distribution of these products
to consumers and end users in a number of forms including natural gas, diesel oil, petrol, gasoline,
lubricants, kerosene, jet fuel, asphalt, heating oil, LPG (liquefied petroleum gas) as well as a number of
other types of petrochemicals.
What are the largest volume products?

The largest volumes of products of the oil and gas industry are fuel oil and gasoline (petrol). Petroleum is
the primary material for a multitude of chemical products, including pharmaceuticals, fertilisers, solvents
and plastics. Petroleum is therefore integral to many industries and is of critical importance to many
nations as the foundation of their industries.
Oil and gas industry

In consideration of industry low's, such as the price collapse in 2013 and major environmental disasters
such as the Deepwater Horizon Gulf Of Mexico Oil Spill in 2014, the oil & gas sector has now recovered.

The world's dependence on oil and gas is increasing as global economies and infrastructure continue to rely
heavily on petroleum-based products. Discussions of when world oil and gas production will peak seem to
be on the periphery, even amid a weakened global economy and the shrinking availability of oil. The oil and
gas industry continues to wield incredible influence in international economics and politics - especially in
consideration of employment levels in the sector, with the U.S. oil and gas industry supporting at least 10
million jobs.

The recovery occurred for several reasons, but the chief among them is the success of the production
restraint agreement between OPEC and non-OPEC nations. In addition, developing nations such as China,
Brazil and Russia are increasing exploration and production efforts. However, geopolitical considerations
such as the ongoing troubles in Venezuela, Iran, and Qatar's exit from OPEC will influence oil and gas
supply.
The trend towards renewable and alternative energy is another threat to traditional oil and gas companies.
Coupled with the rise in pro-eco legislation and governmental pressure has meant the industry is under
more scrutiny than ever.

Generating electricity from solar power systems and offshore wind is becoming increasingly cheaper and
cost-effective.
According to IRENA, over 80 percent of newly commissioned renewable energy will be cheaper than new oil
& natural gas sources.

More recently, there has been a resurgence of confidence in the industry as it enters its third year of
recovery. Growth is increasing at a remarkable rate, as increased upstream production continues to have
a positive knock-on effect for midstream businesses. The price of crude has also stabilised - steadying at
around $50 per barrel. In addition, 100,000 jobs are expected to be created in 2019 and the number of
active drilling rigs in the U.S. has increased to 780+ compared to 591 from a year ago.
How the Oil and Gas Industry Works

The oil and gas industry is one of the largest sectors in the world in terms of dollar value, generating an
estimated $3.3 trillion in revenue annually.1 Oil is crucial to the global economic framework, especially
for its largest producers: the United States, Saudi Arabia, Russia, Canada, and China.
Investors looking to enter the oil and gas industry can quickly be overwhelmed by the complex jargon and
unique metrics used throughout the sector. This introduction is designed to help anyone understand the
fundamentals of companies involved in the oil and gas sector by explaining key concepts and the standards
of measurement.
Understanding Oil Production Numbers

E&P companies measure oil production in barrels. One barrel, usually abbreviated as bbl, is equal to 42
U.S.
gallons. Companies often describe production in terms of bbl per day or bbl per quarter.

A common methodology in the oil patch is to use a prefix of "M" to indicate 1,000 and a prefix of "MM"
to indicate 1 million. Therefore, 1,000 barrels are commonly denoted as Mbbl, and 1 million barrels are
denoted as MMbbl. For example, when an E&P company reports production of seven Mbbl per day, it
means 7,000 barrels of oil per day.
Drilling and Service Companies

E&P companies do not usually own their own drilling equipment or employ a drilling rig staff. Instead,
they hire contract drilling companies to drill wells for them and the contract drilling companies generally
charge for their services based on the amount of time they work for an E&P company. Drillers do not
generate revenue that is tied directly to oil and gas production, as is the case for E&P companies.

Once a well is drilled, various activities are involved in generating and maintaining its production over
time. These activities are called well servicing and can include logging, cementing, casing, perforating,
fracturing, and maintenance. Oil drilling and oil servicing thus represent two different business activities
within the oil and gas industry.

As is the case for drilling, many public companies are involved in well service activity. The revenue of
service companies is tied to the activity level in the oil and gas industry. Rig count and utilization rates are
indicators of the amount of activity happening in the United States at any given time.
 Company Profile

Incorporated in the state of Haryana in year 2014, Mackeral Oil Tools Pvt. Ltd. is a privately- owned,
high-technology company specializing in, Manufacturing and Supply Of highest quality Downhole
Cementing equipment and services for the oil & gas industry to meet the customer requirements. We are
NSIC & MSME Registered firm through Government of India.
We at MACKERAL OIL TOOLS PRIVATE LIMITED, engaged in Design, Manufacture and supply
of a comprehensive range of highest quality Down-hole Cementing tools for the Oil & Gas Industry
comprising the following,
 Cementing Head – Single & Double Plug Container & services;
 Stage Cementing Tools & Accessories;
 Float Equipment’s - Float Shoe, Float Collar, Reamer Shoe & Guide Shoe;
 Cementing plugs (conventional, non-rotating & combination)
 Crossovers;
 Couplings ;
 Pup Joints;
 Centralizers - Solid Rigid, Bow Spring & Positive Rigid Centralizers;
 Stop Ring (or Stop Collar)

MACKERAL is an API Spec. 5CT, API Spec. Q1, ISO 9001-2015, ISO 14001-2015, ISO 45001-
2018 certified company with supplying experience to worldwide location.
The company has all the quality systems in place for design, planning, manufacturing and quality monitoring
& traceability to ensure that MACKERAL products match the highest quality & reliability Standards
(API or relevant) to any International major in this field. The company complies with all the legal,
statutory and regulatory requirements.

We have in-house - Flow Loop testing API RP 10F for float shoe and collar with flow rate 15 barrel per
minutes, with its highest category Class III C which other manufacturer doesn’t. We are engaged with in-
house testing and R&D to validate our products as per the API & customer specs.
We also have service engineers with various field exposures for all the products. We are one of the
manufacturers who have the in-house manufacturing & testing facility for Cementing plugs.
Mackeral provides services for running Stage Cementing Tools and other tools at customer site location for
ease of Customers. Presence of Mackeral tool expert ensures right installation, running and completion
of tool function.

The facility is equipped with latest machine which enable the company to meet its production target.
Design Department is equipped with licensed Solid work software and have qualified & experienced engineers
engaged in development of new products as required in the market place. A well-established Quality
System from Materials receipt to Products delivery ensures consistent quality at all levels of the activity.
The required inspection and test facilities are installed in house.

In order to become successful and support the wide variety of Products/Components, Mackeral prides itself
on its commitment to “Excellence Through Performance... ”by extensive investment in experienced and
capable personnel and automated equipment’s/machineries.
Located on the industry area of Haryana, Company houses the necessary personnel and resources for sales,
engineering and production of products.
All processes are performed under approved quality systems. We trust that this extensive
investment allows for control over the entire product development cycle and assist in development of systems
that can accurately, quickly and efficiently handle customer inquiries, delivery requirements, product quality
and unique tool customization situations. In Process and final inspection is done for every component.
Calibrated measuring instruments/tools are used for efficient quality assurance.
Mackeral complies with all applicable legal requirements associated with health, safety and
environment. We, at Mackeral, highly appreciate the welfare of health and safety of our employee, and
take all necessary/appropriate initiative to protect our environment.

WAY FORWARD

We are in planning to establish our-self with a kind of assembly work shop in Middle East for quick
supply and better understanding with end users for requirement to save the rig time & resources for our
down-hole drilling & completion tools.
We are also planning to further increase our product portfolio by developing additional products in our
product range of Packers, Thru Tubing Bridge Plugs etc.
Extension of Plant & Setting up JV’s internationally.
 OUR KEY STRENGTHS

OUR WELL QUALIFIED, EXPERIENCED AND SKILLED TEAM

 WE, AT MACKERAL, WORK AS A TEAM TO PROVIDE SOLUTIONS FOR

OUR CUSTOMER'S PROBLEMS/REQUIREMENTS
 GROUP DISCUSSIONS AMONG VARIOUS DEPARTMENTS
FOR INNOVATIVE IDEAS AND IMPROVEMENT.

LATEST TECHNOLOGY & FACILITIES

 WE HAVE LATEST MACHINERIES -

CNC, VMC, LATHE, MILLING,
SURFACE GRINDER RUBBER
MOULDING, RUBBER MIXING, ETC.
 WE PROVIDE REQUIRED FACILITIES
TO OUR EMPLOYEES TO WORK
COMFORTABLY.
 WE HAVE LATEST MEASURING
INTRUMENTS TO MAINTAIN LATHE MACHINE
QUALITY.

CNC MACHINE

VMC MACHINE
 CNC MACHINE MILLING MACHINE

FLOW LOOP PRESSURE TESTING MACHINE

CUSTOMER SERVICE

 INTERNET AND TELEPHONIC GATEWAYS TO APPROACH FOR ENQUIRY, SUPPORT AND REQUIRED
INFORMATION
 PROACTIVE RESPONSE FOR CUSTOMERS TO HAVE A RELATIONSHIP FOR LIFE
 QUALITY PRODUCTS IN FAIR PRICE IN PROMISED TIME
CERTIFICATION

API SPEC. 5CT

API SPEC. Q1
ISO 9001

OHSAS 18001

ISO 14001
HEALTH SAFETY AND ENVIRONMENT

Our core values include providing quality products to the client under all circumstances. We lay great
emphasis on following quality procedure established in the organization. Our facility is ISO 9001:2015, ISO
14001:2015 and OHSAS 18001: 2007 Certified and all quality standards are taken into consideration at all
stages of manufacturing.
Our Employees are our key strength and our organization puts huge emphasis on health and safety and well
being of our employees. We take health, safety and environment on priority basis. We provide and
develop a habit to use all necessary safety/protective products such as gloves, masks, eye glass etc. We
understand and take our responsibility towards our employees and environment very seriously. Periodic
medical checkup of the employees is conducted to ensure the proper health of the employees.
PLANT CAPACITY
PLANT AREA

S DESCRIPTION AREA
.
N
O
.
1 MANUFACTURING AREA 17910 SQ FT
2 OFFICE AREA 2068 SQ FT
MACHINES

S MACHINE DESCRIPTION CAPACITY

.
N
O
.
1 VMC Machine-Yang Taiwan Bed Size (1000x500)mm
Chuck Dia. 410mm Bed
2 CNC Machine – Acra Width 410mm
Between center capacity –
3meter
3 CNC Machine – Mori Seiki Chuck Dia. 380mm Bed
Width 380mm
Between center capacity –
1meter
4 Lathe Size 12ft Long;
Swing over cross slide 14";
Chuck Dia. 25". make -
Bemato
5 Lathe Size 8ft Long;
Swing over cross slide 6";
Chuck Dia. 12". make -HMT
6 Rubber Molding Clamping Force 3 Ton;
Main Ram Dia. 300mm;
Heating Plate size
(450x500)mm
7 Surface Grinder 10" x 18" Make-Ramana
8 Milling Machine 10" x 52" Make -Pacmill
Taiwan
9 Rubber Mixing Roll Size 10"x15", 15HP
1 High Pressure High Temperature Testing Up to 15,000 PSI
0 Machine
1 Band Saw Machine 22” Dia. Make –Sawmax
1 HBA510
1 Band Saw Machine 10”Dia. Make –Sawmax
2 ECO220
1 Quenching Tank Tank Capacity :- 3000litre
3
 Tank Size :- 2.5m x 1.25m
x1m
1 Furnance Furnance Capacity :- 500pc
4 /24 or 20-22pc /hr Working
Size:-
12000mm x 150mm
x600mm
1 POWER PRESS MACHINE 50 TON
5
1 POWER PRESS MACHINE 50 TON
6
1 POWER PRESS MACHINE 30 TON
7
1 POWER PRESS MACHINE 20 TON
8
1 POWER PRESS MACHINE 10 TON
9

QUALITY CONTROL INSTRUMENTS

S DESCRIPTION CAPACITY
.
N
O
.
1 SURFACE PLATE Size 1000x630mm, Make -
Luthra
2 Height Gauge Size 0-300 mm Make -
Baker
3 Magnetic V Block 100x95x70mm, Make-
Rantech
4 Vernier Caliper Up to Size 600mm, Make-
Insize
5 Micro meter Up to Size 400 mm Make-
Insize
6 MRP Gauges Up to size 340mm
7 Thread gauges(Ring & Plug) All BC, IFTJ, ACME, STUB
ACME, RD,
EUE Gauges available.
8 Others Required Tape, Scales etc. All Sizes
9 Bore Gauge Up to 450 mm Make - Insize
1 Rockwell Hardness Tester Make-Fie
0
1 Hardness Tester (Shore-A) Make-Excel
1
1 Concrete Tester Make-Proceq
2
1 Torque Master Make- Sawtech
3
1 Hydro Testing Unit Make – Windlass
4 Enginerring
1 Test Well Well Depth up to 11ft.
5
1 Flow Loop Flow capacity – 1400 litre
6 per minute
THREAD HEIGHT GAUGE THREAD TAPER GAUGE THREAD LEAD GAUGE

THREAD PROFILE GAUGE TOOTH WIDTH GAUGE

MAN POWER

S DESCRIPTION QUALIFICATION
.
N
O
.
1 Staff 12
2 Service Engineers 02
3 Machine Operators 10 (8 skilled 02 Semi
Skilled)
4 Helpers 02 Skilled
5 Others 10 Skilled
Address: Khasra No.36/12/2 Village Bhangrola Near, IMT, Manesar Sector-8 Gurugram-122505, Haryana,
India.
 Cording to Philip Kotler “satisfaction is a person’s feelings of pressure or
disappointment resulting from product’s perceived performance (outcome) in relation to his or
her expectation. Customer satisfaction is the level of person’s felt state resulting from
comparing a product’s perceived performance
(outcome) in relation to the person’s expectation”

This satisfaction level is a function of difference between perceived

performance and expectations. If the product’s performance, exceed expectation the
customer highly satisfied or delighted. If the performance matches the expectations the
customer is satisfied or delighted. If the performance matches the expectations the
customer is satisfied. If the products performance fall shorts of expectations the customer is
dissatisfied.

 Many companies are aiming for high satisfaction because customers who are just satisfied
still find it easy to switch when a better offer comes along. High satisfaction or delight
creates an emotional affinity with brand.
 Variety of factors that affect customer satisfaction includes product quality, product
availability and after sales support such as warranties and services. Customer satisfaction is
seen as a proof of delivering a quality product or service. It is believed that the customer
satisfaction brings sales growth, and market share. A company can always increase customer
satisfaction by lowering its price or increasing its services but this may result in lower
profits. Thus, the purpose of marketing is to generate customer value profitability

 India on the threshold of a new millennium. India chose for global economy, exposing
her to winds of change in the market place, which has expanded vastly and become fiercely
competitive. In the change’s environment, decision maker view the marketing concept as the
key to success. Marketing in practice has to manage products, pricing, promotion and
distribution
INTRODUCTION

Customer relationship management (CRM) is the combination of practices, strategies and

technologies that companies use to manage and analyze 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.

“Successful CRM is about competing in the relationship dimension. Not as an alternative to

having a competitive product or relationship price, but as a differentiator. If your
competitors are doing the same thing as you are (as they generally are), product price wont
give you a long-term, sustainable competitive advantage. If you can get an edge based on how
customers feel your company, it’s a much stickier-sustainable- relationship over the long
haul,”

Customer Relationship Management (CRM), in the oil and gas industry is different from the
more traditional approach as center’s on being project-focused. In the beginning stages,
business developers are focused on a project-based sale as the source of business rather than
a sole customer or company. The CRM helps with this project-based, pipe- line management
by providing estimates of gross profit, volume and closing dates. The sales team need to
have accurate real-time data to collaborate, decide, provide estimates, adapt and operate
easily.
The oil and gas sector is a potentially very profitable one – in the UK, despite the fact
that supplies have fallen in some places, it is still worth a great deal to the economy and
could be extremely lucrative for the companies involved in extraction, sales and so on.

Retired businessman Sir Ian Wood recently completed his government-commissioned report
on the industry, with the coalition now keen to fast-track many of his proposals as it
attempts to effectively support the economy.

42 billion barrels of oil and gas have already been produced from the UK Continental Shelf
(UKCS) – however, some 12 to 24 billion more could still be generated, meaning it is vital
that the sector is given the chance to perform well in the near future.

The near-term prospects for the UKCS are strong, but it is facing an extremely different
environment than it did ten or 15 years ago when production was at its peak, Sir Ian
explained.
Providing a strong customer view

This isn’t necessarily an industry specific benefit, as it is generally considered the core
benefit of installing a CRM system whatever sector you are working in. However, the
complexities of the deals involved in utilities sales and other common occurrences in the
energy world mean it can be especially helpful here.

A well-integrated piece of CRM software can make detailed notes, document attachments,
communications, open quotes, pending orders, well status, production volume, service
contracts, services issues and more available to workers across an organization.

Keeping all this data in one place can have major benefits – it makes the sales and
marketing process more efficient, but it also means it is less likely that a piece of vital
knowledge will get lost in a (figurative) pipeline, saving the time that can often be spent
attempting to gather all the information about a specific transaction.

It also makes it easier for business intelligence experts and other analysts to gain a picture
of how customers are behaving, which can be extremely helpful in the relatively volatile
and fluctuating world of oil and gas.
Real-time integration of industry data

As CRM software gets more sophisticated and powerful, it can provide firms with real-
time integration of data – again, given the fast-moving nature of the energy market and
the fact that the UK’s natural resources are no longer at their peak production level, this
could prove extremely useful.

Many firms offer an oil and gas sector-specific form of CRM that can access all leading
industry databases in order to provide decision-makers with the information they need. This
can also be a good way to generate leads.
Track competitors
Oil and gas, as mentioned above, is a competitive sector. By using CRM to keep track of
how rival firms are doing, a company would be able to plan its next move with the
necessary context.

Dynamic, high-tech mapping

Again, by using industry databases, firms can create a representative model showing well
permits and well production status, among other important pieces of information.

Customer service improvements

Firms will be able to assign, manage, and resolve support incidents by using a CRM
database. By providing historic information about customer interaction, it will make it easier
to form strong relationships and engage with buyers.

Basically, it will streamline the process of linking up with customers, as it can do for any
B2B or B2C industry.

Sir Ian “estimates that full and rapid implementation [of his plans] will deliver at least 3
to 4 billion more barrels of oil than would otherwise be recovered over the next 20 years,
bringing over £200 billion additional
value to the UK economy”.
Petroleum industry in India

The Indian petroleum industry started its journey at a very slow pace from a place called
Digboi, in the state of Assam. The production of petroleum and new extraction locations
were manly limited to the North-Eastern parts of the south Asian country till the 1970s. In
the beginning, complete sponsorship of the industry came through the government. In July
1991, with economic liberalization and privatization, the Indian government started
allowing industrial control to private hands and entered into joint ventures. This gave the
growth in the sector a tremendous boost. In 2019, the production volume of petroleum
products in the country amounted to more than 262 million metric tons. Since then, the
impact of the private sector on the petroleum industry has been immense. Under the
private sector, there was a refinery capacity addition of almost 90 million metric tons in
2019. India is the second largest refiner in Asia, second only to China.
Due to its rapid growth, the industry has had a lot of opportunities for investments from
foreign players. Petroleum gas, propane, distilled crude oil and kerosene are some of the
major products manufactured for foreign trade. Petroleum products accounted for the
highest share in Indian exports in 2019, at 14 percent. The export volume of petroleum
products was estimated to be around 67 million metric tons. The Oil and Natural Gas
Commission (commonly known as ONGC) is the largest crude oil and natural gas
company in the
country. Contributing to almost 70 percent of India’s domestic production, it was the only
Indian public sector company to secure a spot in Fortune’s ‘Most admired energy
companies’ list. Indian Oil Corporation on the other hand, is the largest commercial oil
company in India. With over 47 thousand customer touchpoints, the company is the largest
contributor to the national exchequer through duties and taxes.
Despite the industry starting its journey as a completely government run unit,
privatization was presumably inevitable. The amount of investments required for further
development had gone beyond the scope of even the biggest state- owned firms such as
ONGC and Indian Oil Corporation. The lapse in investments further pushed the
privatization process, with Bharat Petroleum the next company to be affected. In March
2020, the Indian government opened bids for its 53 percent stake in BPCL.

Investments and privatization in the petroleum sector became necessary owing to the
country’s tremendous energy consumption. The annual growth in the energy consumption
across the nation was about two percent in 2019.
Even though there has been considerable efforts to switch to renewable energy, coal and oil
remain the main sources of fuel.
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.
 CHAPTER 3

Literature review
Customer relationship management has been defined as “a business approach that integrates people,
processes, and technology to maximize relationships with customers” Goldenberg (2008, p.3).
Moreover, it has been stated that customer relationship management “characterizes a management
philosophy that is a complete orientation of the company toward existing and potential customer
relationships” (Raab et al, 2008, p.6)

Mueller (2010) characterizes customer relationship management aspect of the business as a highly
dynamic, and convincingly argues that businesses have to adopt a proactive approach in devising
relevant programs and initiatives in order to remain competitive in their industries.

Sinkovics and Ghauri (2009) relate the necessity for engaging in customer relationship management to
high cost of direct sales, highly intensifying level of competition in the global level, and need for
information about various aspects of the business in general, and consumer behavior in particular,
that can be used to increase the levels of sales.
According to Peppers and Rogers (2011), there is global tendency in customer relationship management
that relates to the shift from transactional model towards the relationship model. In other words, Peppers
and Rogers (2011) argue that satisfying customer needs as a result of on- time transaction is not sufficient
today in order to ensure the long-term growth of the businesses.
Instead, businesses have to strive to maintain long-term relationships with their customers in order
to maintain flexibility to adopt their increasing expectations and thus achieving their life-long
loyalty. Peppers and Rogers (2011) further stress that, businesses that refuses to acknowledge this
tendency in the global marketplace would be risking their market share and growth prospects in the
future.

One of the most critical sources for the research is the book
“Relationship Marketing and Customer Relationship
Management” authored by Brink and Berndt (2009). The book offers an in-depth discussion of the
concept of Customer Touch Map and discusses the role of information technology in facilitating
customer relationship management.

The work of Mathur (2010) represents another significant contribution to the research area to be used
in the study. Namely, the author provides a wide range of specific customer relationship
management techniques and principles that are used by multinational businesses. The findings of
Mathur (2010) can be compared to the primary data findings in the proposed research, thus
enhancing the scope of the study.
Khurana (2010), on the other hand, discusses the concept of customer relationship
management in a great detail, and also addresses advantages and disadvantages associated
with a range of relevant software applications. The third edition of Pradan’s (2009)
“Retailing Management” is another noteworthy source that is going to be used in the
study.
Specifically, Pradan (2009) identifies customer relationship management as an emerging
aspect of marketing in retail and discusses its importance for ensuring long-term growth for
retail businesses.
A global approach towards the issues of customer relationship management is adopted by
Raab et al (2008) in “Customer relationship management: a global perspective”. The value of
this specific work to the proposed research can be explained in a way that it will allow the
comparison of customer relationship management principles to the similar principles
exercised by other multinational retailers in a global marketplace.

Bhatia’s (2008) work, “Retail Management” is also going to be used in the proposed
study due to the significance of the contribution of the work to the research area. Bhatia
(2008) offers in-depth discussions related to the use of loyalty cards by retailers, and this
represents a comprehensive analysis of the issue in the secondary data.
Moreover, Cox’s (2011) “Retail Analytics: The Secret
Weapon” deserves also to be mentioned in here thanks to the most modern and fresh
perspective the author adopts in order to approach the research issues. The most valuable
part of this specific article is that it provides highly practical recommendations to retailers
of various sizes in terms of increasing the levels of revenues through adopting a range of
customer relationship management principles

A range of academic models and writings relate to this research in direct and indirect
ways and some of the most relevant models are going to be explored in the study. One of
the most models to be used in the study is The Gap Model of Service Quality. “A model
of service quality called the gap model identifies five gaps that can cause problems in
service delivery and influence customer evaluations of service
quality” (Lamb et al, 2011, p.189).

These five gaps are a) the gap between customer wants and the management perceptions about
customer wants; b) the gap between the management perceptions about customer wants and
the specifications of service developed; c) the gap between the service specifications and
the actual service provided; d) the gap between the quality of service promised and the
quality of service provided, and e) the gap between expected service and perceived
service on behalf of customer.
Another relevant model to be tested during the study constitutes Relationship Model of
customer relationship management proposed by Peppers and Rogers (2011).
Specifically, the model advocates adopting a pro-active approach in sustaining customer
relationships and proposes a set of specific principles that would assist to accomplish this
task.
The modern customer relationship management concept was shaped and influenced by the
theories of total quality management (Gummesson) and by new technological paradigms
(Zineldin, 2000). There is however, a perceived lack of clarity in the definition of customer
relationship management, although all accepted definitions are sharing approximately the
same
basic concepts: customer relationships, customer management, marketing strategy,
customer
retention, personalization (Zineldin 2000).
However, while academics debate the subtitles of various definitions, the practitioners have
developed a wealth of applicative papers analyzing the concrete challenges and
opportunities of
implementing the systems (Bacuvier et al. 2001). CRM in some firms is considered as a
technology solution, considering of individual databases and sales force automation tools
and
sales and marketing functions so as to improve targeting effort. Peppers and Rogers (1999)
argued that other organizations view CRM as a tool, which has been particularly designed
for
one-to-one customer communications, which is the function of sales, call centres or the
marketing departments. Accordingly Frow and Payne (2004) added that CRM stresses two-
way
communication from the customer to the supplier to build the customer over time. The
two-way
communication has been enhanced greatly by advances in technology particularly the
Internet.
In term of information technology (IT), CRM means an enterprise –wide integration of
technologies working together such as data warehouse, web site, and intranet/extranet,
phone
support system, accounting, sales, marketing and production.
Kotler (2000) assured that CRM

uses IT to gather data, which can then be used to develop information acquired to create a
more
personal interaction with the customer. In the long-term, it produces a method of
continuous
analysis and reinforcement in order to enhance customer’s
lifetime value with firms.

Goldenberg (2000) believes that CRM is not merely technology applications for marketing,
sales
and services but rather when it is successfully implemented ; it enables firms to have
crossfunctional , customer-driven , technology-integrated business process management
strategy that

maximses relationships. Chin et al (2003) stated that that due to many technological
solutions
available for CRM automation, it is often misconstrued as a piece of technology. But they
maintained that in recent times many companies have realized the strategic importance of
CRM,
and as a result, it is becoming a business value-effort rather than technology- centric effort.

Benefits of CRM:

According to Chen and Popovich (2003), CRM applications have the ability to deliver
repositories of customer data at a much smaller cost than old network technologies.
Throughout
an organization, CRM systems can accumulate, store, maintain, and distribute customer
knowledge. Peppard (2000) noted that effective management of information has a very
important role to play in CRM because it can be used to for product tailoring, service
innovation;
consolidate views of customers, and for calculating customer lifetime value.
CRM systems assists companies evaluate customer loyalty and profitability based on repeat
purchases, the amount spent, and longevity. Bull (2003) added CRM makes it practicable
for
companies to find unprofitable customers that other companies have abandoned. This
position is
supported by Galbreth and Rogers (1999) that CRM helps a business organization to fully
 understand which customers are worthwhile to acquire , which to keep, which have
untapped
potential, which are strategic, which are important , profitable and which should be
abandoned.

Types/Variations of CRM:

Types of CRM can be broadly understood by looking at the two different ways of
categorization.
These two types of categorization are as follows:

1. Proactive versus Reactive CRM

2. Operational, Collaborative and Analytical CRM Proactive versus Reactive CRM:

When company responds to the recommendations/suggestions/complaints/requests of the

customers, it is called reactive CRM. Contrary to this, it is called Proactive CRM when a
company anticipates and responds to customers’ need of
itself. In constant changing market

situations, proactive companies take stock of their

customers’ future needs and provide value to customers through their offerings.
Such Proactive CRM practicing companies are generally those which increase the level of
personalization and practice one to one marketing as shown below:
P

E Proactive
Customer Data Analytics

S
Interactive
O
Customer facing business process
N

A
Responsive/Reactive
L
Customer Interaction management
I
Z

Types
(Types of CRM
of CRM Mapped
mapped against
as dependent on level ofdegree of
Personalization)

Operational, Collaborative and Analytical CRM: Operational CRM:

There are various ways through which a customer can approach the business. This
interaction is direct with company and its employees. The junction where this interaction
 happens is called touch point. Usually transactions like sale, payment, information seeking,
queries, suggestions, and complaints happen at these operational touch points. That is why it
is
also called front office CRM.

The customer can approach / be approached through the following ways:

 Face to face: Interacting while selling, serving customers by way of organizing events,
promotions etc.
 Database driven: In this interaction contacting customers is through
Telephone/Email/Mail/Fax/Loyalty programs/Cards/ATMs/SMS.
 Mass Media: when the contact is through public broadcasting. The contact is public in
nature and people at large are contacted. For example public advertising and public
relations campaigns.

Collaborative CRM:
Jill Dyche defines Collaborative CRM as a specific functionality that enables a two way
communication between a company and its customers through a variety of channels to
facilitate
and improve the quality of customer interaction.( Dyche 2002)
The essence of collaborative CRM is to manage partners of the firm. These could be
channels,
agents and other business stakeholders but not direct customers. The focus is on maintaining
relations with partners to facilitate coordination in business.

Analytical CRM:
Also known as back office or strategic CRM. This type of CRM is characterized by
presence of designations like business analysts. The objective of analytical CRM is to find out
various taste, preferences, and activities of the customers so as to customize solutions for
them. The basis of
this data is captured customer interactions at
various touch points. Extensive use of MIS and technology is done in Analytical CRM.
 CHAPTER 4

RESEARCH METHODOLOGY
 OBJECTIVES OF THE STUDY
 To study CRM practice in mackeral
 To evaluate the CRM feasibility for the mackeral.
 To increase better customer satisfaction, how does CRM help

RESEARCH METHODOLOGY SECONDARY DATA:

It will consist of information that already exists somewhere in documents. The secondary data will be
collected from the newspaper, expert reports, internet and website, etc.

 Internet: - www.indiamart.com, www.fliarbi.com, etc.

 Past records and analysis
 Books magazines & Journals.

Both primary and secondary data will be collected to analyze:

 Existing market scenario of Indian market and worldwide market with respect to petroleum and oil
industry.
 Customers view regarding petroleum and oil industry.
 Experts opinion regarding Indian and other countries and contribution of mackeral into it.
 PRIMARY DATA:
Primary data will be collected from the people of mackeral as an marketing manager
senior level management. The primary information will be collected through questionnaire
and interviews presented to the mackeral customers and retailers.

 Questionnaire- structured
Dichotomous, open ended, multiple choice
 Personal interview
 General discussions

TOOL USED:
 Bar Graph, Pie Diagram

SAMPLING METHOD:
 Random sampling chosen by the gathering of data

SAMPLE SIZE:
 50 Customers

TARGET AUDIENCE
 Marketing manager of the firm, retailers based at Delhi and NCR

 CHAPTER 5

DATA ANALYSIS FINDINGS

1. Which oil gas and petroleum company

Particular No. of respondents

Sika oil tools 7

Dai Lam Trading co. 12

Botil Oil tools India Pvt. Ltd. 11

Senwell China 6

Mackeral Oil and Tools (India) 14

Series 1
16

14

12

10

2
Sika Oil tools Dai Lam Trading co. Botil Oil Tools IndiaSenwell China Mackeral Oil And
0 Pvt. Ltd. Tools (India)

Series 1
As the area of the study is in all over the worl, where the market leader is Mackeral Oil
and Tools. That’s why majority of the questionnaire. I got filled by mackeral. Above data
analysis shows that majority of the market that is approximately 50% is covered by three
market leader Mackeral, Sika, Dai and minor is Botil
What kind of service you have?

Particular No. of respondant

Stage cementing Tools 22
Float Equipments 64
Liner Hanger System 4

NO. of respondant

Stage cementing tools Float Equipments Liner Hanger System

Above data shows that most of the sold item is float equipments and I got this
information from the balace sheet of the company.
Overall, How would you rate your service provider?

Companies Exce G Ave P Ter N

llent o rage o ribl o
o o e t
d r S
u
r
e
Sika oil 7 1 20 0
tools 2

Dai Lam 5 1 18 0
Trading co. 3
Botil Oil 1 1 16 4
tools 5
India Pvt.
Ltd.
Senwell 0 1 15 6
China 4
Mackeral 10 1 14 1
Oil 6
and Tools
(India)
 Chart Title
25

20

15

10

0
Sika oil tools Dai Lam Trading co. Botil Oil tools IndiaSenwell China Mackeral Oil and
Pvt. Ltd. Tools (India)

ExcellentGoodAverageSeries 4
Overall, How satisfied are you, with network service of your company?

Compan Ver Sati Ne Dissa Very

ies y sfie utr tisfy Dissa
Satis d al tisfy
fied
Sika oil 7 20 1 0 0
tools

Dai 4 21 2 0 0
Lam
Trading
co.
Botil Oil 5 6 1 4 0
tools
India
Pvt.
Ltd.
Senwell 6 24 0 0 0
China

Mackera 8 27 1 0 0
l Oil
and Chart Title
Tools
30
(India)
25

20

15

10

Sika oil tools Dai Lam Trading co. Botil Oil tools IndiaBotil Oil tools IndiaMackeral Oil and
Pvt. Ltd.Pvt. Ltd.Tools (India)

Very SatisfiedSatisfiedNeutralDissatisfySeries 5
 CHAPTER 6

Finding and Suggestions

 As the area of the study is in india and all over the world, where the market leader is Mackeral
Oil and Tool. That’s why majority of the questionnaire I got filled by Mackeral. Above data
analysis shows that majority of the market that is approximately 50% covered by two market
leaders mackeral and botil.

Above data shows that most of the respondents customers are offstage cementing . And I got only
22% questionnaire float equipments

By applying systematic random sampling 100 consumers have been contacted and asked regarding
the advertisement of MACKERAL OIL TOOLS PVT. LTD.
50 retailers and ten distributors of Udyog vihar and DLF territory have been contacted for assessing
the effectiveness of sales promotional activities of MACKERAL OIL TOOLS PVT. LTD. and to
judge whether they are satisfied with the schemes of sales promotion or not.
The purpose of my study is to test effectiveness of the meeting strategies and promotional activities
of MACKERAL OIL TOOLS PVT. LTD. Pvt. Ltd. For test the effectiveness of promotional
activities of MACKERAL OIL TOOLS PVT. LTD. I conducted exhaustive study and analysis of
market conditions of Tickets during my training in Gurgaon. And I found that Marketing strategies
& promotional activities conducted by the company are satisfactory but they need certain
improvement. Findings of the study reveals positive effect of sales promotional activities.
According to the analysis of collected data sales promotions activities become motivation factor for
distributors & retailers. They show interest in increasing the sales of Tickets for achieving the
target & they do this or taking profit of sales promotional schemes.
Personal-selling assistance gives to them by the company and more POPs.
 CHAPTER 7

CONCLUSION AND
SUGGESTIONS
 Conclusion :>
For test the effectiveness of promotional activities of MACKERAL OIL TOOLS PVT. LTD. I
conducted exhaustive study and analysis of market condition of Tickets During my training and I
found that promotional activities conducted by the company are satisfactory but they need certain
improvement.

SUGGESTIONS :>
So as far as suggestion is concerned, I would like to give some suggestion which will be helpful in
boosting promotional activities.
My suggestions are as follows >
 IT will be better if the company advertise promotional Schemes to make the participants aware
about those schemes as well as duration off the scheme so that they can be benefited by those
schemes.
 Free gifts must be distributed among participants so that they will motivated and don’t lose hopes
in upcoming events.
 When new promotional scheme started, information about the promotional scheme. Must be
published in newspaper and advertisement of the promotional scheme be transmitted on television
so that large no of participants know about the promotional scheme.
 ANNEXURE
Questionnaire
For the Distributor
1. Are you satisfied with the sales promotional Schemes offered to you by the company?
(a) Excellent
(b) Good
(c) So-So
(d) Not-satisfied

2. Do you think that more sakes promotional schemes are needed for distributors of retailers?
a) Yes
b) No

3. Are you satisfied with personal - selling assistance gives to you by company?
a) Excellent
b) Good
c) So-So
d) Not-satisfied