Report_docx

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“MARKET RESEARCH, PROMOTION AND SALE OF XTRAPOWER FLEET
CARD OF INDIAN OIL CORPORATION LIMITED”
CORPORATE INTERNSHIP PROGRAM PROJECT REPORTSUBMITTED IN
PARTIAL FULFILMENT OF PGDM PROGRAM 2014-16
Submitted By
Avishek Das
Roll No: 69
Company Mentor Faculty Mentor
Mr. Pradip Kumar Ghosal Mr. Arun Sangwan
Manager(RetailSales) Professor(FIIB)
Indian Oil CorporationLimited

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Acknowledgement
It is my great privilege to express the feelings of my gratitude to several persons who helped me directly
or indirectly to conduct the project work. I am deeply acknowledging their positive contribution towards
my research in project.
The project report would not been processed unless getting the continuous learning & guidance in the
Post-Graduation Diploma in Management (PGDM) course at Fortune Institute of International Business
(FIIB), New Delhi.
I am highly thankful & indebted to my Corporate Mentor Mr Pradip Kumar Ghosal, Manager
(Retail Sales) Kolkata Divisional Office for his valuable suggestion, comment & learning method to
approach customer.
Prof. Arun Sangwan has entirely involved in the entire project work, share his valued skills &
knowledge that helped me to conduct & complete the project in more efficient, effective & strategic
way.
My project won’t be complete without the continuous careful guidance, supervision & learning methods
of Mr Chiranjib Poddar, Manager (Fleet Marketing) Kolkata Hub.
I am also very thankful to Ms Maria Bhattacharya, Manager (CH, T&D/ER), Mr Sovan Mandal
Assistant Manager (Fleet Marketing), Mr Biswarup Mitra Manager WBSO and other staff & members
of Marketing Division at Kolkata Divisional Office of Indian Oil Corporation Limited, Kolkata during
my project.
The study has helped me indeed to explore vast knowledge about consumer behavior, selling &
negotiation & customer satisfaction and I am sure it will help me in future.
Avishek Das
Post Graduate Diploma in Management (PGDM), FIIB
Email: avishek.das@fiib.edu.in
Phone: +91 96432 23274

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Executive Summary
Marketers are always concerned about selling products, services or ideas to earn profit for the
organization and provide benefits to the customers to satisfy their needs. To fulfil this objective of
marketing, all the functions are based on the consideration of why, what, how, where and when people
buy and use a product. The successful marketers have always a great concern to increase the existing
base of customers and try to promote the products and place it in the market at such a height and before
anyone else can approach to do it, that it should become a de facto standard and should yield the
maximum profit for the organization keeping in the mind the benefits of the customers/ consumers for
the product or the service. In spite of the benefits to why the customers are unable to use the products, it
is because of the better offerings of competitors, lack of proper awareness and knowledge of the product
characteristics and uses or lack of post sales follow activities, in order to assess the reason for the
exploration of potentially new customers and discover the scope of the growth of Fleet Cards, this
project study has been carried out with the sole purpose of trying to suggest some effective
recommendations to the Fleet Cards in the Kolkata metropolitan & its suburban areas. At the outset, the
Fleet Card marketing strategy of Indian Oil Corporation Limited at Kolkata Divisional Office has been
studied which clearly indicates that Indian Oil Corporation Limited has clear competitive advantage
over its competitors, viz. Bharat Petroleum Corporation Limited, Hindustan Petroleum Corporation
Limited, Reliance Petroleum Limited and NRL.
The findings of the assessment of the marketing strategies and the interviews with the Retail Outlets
Managers/ Owners and also some Fleet Owners yielded the major recommendations for the increasing
the usage, acquisition and the popularity of the XTRAPOWER Fleet Cards are:
1. Lack of knowledge regarding usage of Fleet Cards, Certain misconceptions of usage
unavailability of proper information about Fleet Cards.
2. The conveyance of latest information to the Retail Outlet Staff/ Owners was not proper.
3.
4. Some transporters were the Contract Carriers so there was a resistance from the actual owners
in the absence of information of the acquisition of XTRAPOER Fleet Cards.
The potential of the customer of the Fleet Card may be assessed well before offering sale so that the
possibility of activeness of the fleet cards is more. Indian Oil Corporation Limited must organize some

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camps at the highly dense areas of Fleet Operators for fast enrolment of the new customers into the
XTRAPOWER Fleet Card Program.
The Retail Outlets must be equipped with the latest promotions whichever is introduced by the
organization and there must be interaction between the Card Owners, Retail Outlets Dealers/ Staff
Members, DSA’s and Indian Oil Corporation Limited Sales Executives in the form of activities such as
the Cultural Nights etc. so that a buyer& seller relation is continued and increase possibilities of
attracting more Fleet Owners.

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Table of Contents
S.No Chapter No. Contents Page No.
From - To
1. …………………… Acknowledgement
2. …………………… Company Certificate
3. …………………… Faculty Mentor Certificate
4. …………………… Declaration
5. …………………… Executive Summary I - II
6. …………………… Table of Contents / List of
Illustrations
III
7. Chapter-1 Introduction to the Sector/
Company
1 – 39
8. Chapter-2 Review of Literature 40 - 43
9 Chapter-3 Project Objectives 44 - 47
10 Chapter-4 Project Methodology Adopted 48 – 50
11 Chapter-5 Data Analysis &
Interpretation / Description of
the Work Performed
51 – 57
12 Chapter-6 Findings 58 – 59
13 Chapter-7 Recommendations 60 – 61
14 ……………….. References 62
15 ………………… Annexures 63 – 64
List of Illustration
S.No Title of the Figure/Photograph Page No
1 Photos of IOCL & XTRAPOWER Fleet Card 2, 15, 20, 25, 28,
2 Chart from Analysis 51 – 57
S.No Title of the Table Page No
1 Refining Capacity of IOCL & Other OMC’s 3
2 Comparison Between Indian Oil & other OMC’s 32 – 35
3 Table No 5.1 – 5.8, Analysis 51 – 57

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Chapter 1
Introduction to the Sector/ Company
PETROLEUM INDUSTRY
Oil & petroleum industry is a combined process of extraction, refining, distributing, transporting&
marketing of all petroleum products & byproducts. Diesel& gasoline (petrol) are two major products of
refined crude oil. Generally petroleum industry divided into three categories.
i. Upstream
ii. Midstream
iii. Downstream
 Upstream sector consists to exploration & production of crude oil.
 Midstream sector involves in gathering, processing/refining, transportation & storage of the
products.
 Downstream sector deals with distribution & sales of the entire Petroleum products.
HISTORY
Post World War II, Middle East countries started controlling in Oil production & export. They have
implemented new technologies that include Deep-water drilling, the introduction of Drillship and the
expansion of global shipping network for petroleum, based on oil tanker and pipelines. In the 60’s and
70’s major oil producing nations formed OPEC and OAPEC that played a major role in setting
petroleum price and policy. Oil & Petroleum also creates major roles of increasing political, economic &
environmental movement globally.

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SEVEN SISTERS
In the 90’s oil price has dropped down due to merger & acquisition of “Seven Sisters” company of the
industry. These “seven sisters” company (BP, Esso, Gulf Oil, Mobil, Royal Dutch Shell, SoCal, and
Texaco) had formed in 1950’s& ruled over global oil industry till 1990’s. In 1991 the economic
expansion has increased the demand of oil globally that drives the price upwards for a century.
Everything looks goods for new players in the industry.
In the 50’s “seven sisters” company controlled over 85% of global oil reserves. Presently over 90% of
oil reserves are controlling by National Oil Companies (NOC’s), which are owned by the Government.
In the past National Oil Companies (NOC’s) relied on the technological expertise, management skills &
the global reach of National Oil Companies to produce refine & sell their Oil.

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TOP 10 COUNTRIES IN PETROLEUM PRODUCTION AS ON 2013
Sl No Country Name Production (million
barrel/day)
1 Saudi Arabia 11.75
2 United States of America 10.59
3 Russia 10.30
4 China 4.19
5 Iran 4.13
6 Canada 3.92
7 United Arab Emirates 3.23
8 Mexico 2.95
9 Brazil 2.80
10 Kuwait 2.75
THE NEW “SEVEN SISTERS” COMPANY
Saudi Aramco (Saudi Arabia),
China National Petroleum Corporation (China),
Gazprom (Russia),
National Iranian Oil Company (Iran)
Petrobras (Brazil),
PDVSA (Venezuela),
Petronas (Malaysia)

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LEADING OIL COMPANIES IN 20TH
CENTURY
 Saudi Aramco (Saudi Arabia): Saudi Aramco is a state-owned Oil & Petroleum company of
the kingdom of Saudi Arabia, presence in globally. Saudi aramco is the largest exporter of Crude
Oil in the world. They are the world leader in hydrocarbon exploration, extraction, production,
refining, transportation, distributing & marketing of petroleum product. Their daily average
crude production was 9.5 million barrels per day (bpd) in 2012.
 PetroChina: PetroChina Co Ltd is the largest Oil & Petroleum Company of Republic of China.
It plays a dominant role in the Oil & Gas industry in China. It is also comes under world’s top 3
petroleum company. The company was formed with the joint venture of China National
Petroleum Corporation. The company has an average daily crude production of 4.4 million
barrels per day.
 Gazprom:Gazprom is a Multi-National Oil & Petroleum company headquartered in Russia.
Their major line of operations is extraction, production, refining, transportation & marketing of
all petroleum products as well as generation & marketing of heat & electric power. The company
holds world’s largest natural gas reserves.
 National Iranian Oil Company: National Iranian Oil Company (NIOC) is one of the largest
world’s Oil Company. At the present, it is estimated that the company holds 153.53 billion
barrels of hydrocarbon. The company has an average daily crude production of 6.4 million per
day.
 Petrobras: Petrobras is a semi public Brazilian Multi-National Petroleum & Energy Company,
headquartered in Brazil. It is the largest of Company of Southern Hemisphere by market
capitalization & only legal monopolist of Brazil’s oil industry. The company produces more than
2 million barrels of crude oil per day.

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 PDVSA: Petroleos de Venezuela, S.A. (PDVSA) is th Venezuelan state owned Oil and Natural
Gas Company. It has founded 1st January 1976 with the nationalization of Venezuelan oil
industry. It is the world’s fifth largest oil exporter. The company has a production capacity of 4
million barrels per day.
 Petronas: Petronas is a Malaysian Oil & Gas Company, founded on 17th August 1974, It is
totally owned by the Malaysian Government. The corporation reserves entire Oil & Gas
resources in Malaysia. Petronas is 12th most profitable company in the world and most profitable
company in Asia.

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INDIAN PETROLEUM INDUSTRY
HISTORY
The Oil and gas Industry is one the core industries in India. It is of strategic importance and plays a
pivotal role in influencing decision across other important sphere of the economy.
In 1947, Indian Oil & Gas industry was controlled by international companies. On that time India’s Oil
production was 2, 50,000 tones / year and the entire production was from Assam only. In 1954
“Industrial Policy Resolution” has set up to convert Petroleum & gas industry into a core sector. In
pursuance of the “Industrial Policy Resolution” Government –owned National Oil Companies Oil &
Natural Gas Commission (ONGC), Indian Oil Corporation Limited (IOCL), Oil India Limited (OIL)
were formed.
In 1955, ONGC was formed as a Directorate and then in 1956 became a Commission. Indian Refineries
Ltd, a Government Company was set up in 195. Later in 1959, Government of India set up another
company called Indian Refineries Ltd for marketing of Petroleum products. In 1964 Indian Refineries
Ltd merged with Indian Oil Company Ltd to form Indian oil Corporation Ltd.
In 1960’s several numbers of Oil agencies were identified by ONGC in Assam & Gujarat. In the
February of 1974 the discovery of huge quantities of Oil fields in Bombay High at Arabian Sea has
opened up multiple paths for Oil & Gas industry. During the 1970’s & 1980’s ONGC & Oil were jointly
discovered new Oil fields like Krishna-Godavari-Cauvery basins, Cachar (Assam), Nagaland and
Tripura. In the year of 1985, India has achieved 70% of its self sufficiency level in Petroleum products.
After 1991, the liberalized economic policy of Government of India de-licensed the core sector
including the petroleum sector with partial disinvestment of government equity in Public Sector
Undertaking (PSU) and other measure. ONGC was become a Limited company in February 1994 by
following this. Several committees were set up to examine various proposals for restructuring strategies
to meet the challenges of new economic environment. Discovery of commercial Hydrocarbon were
reported by OIL in 1991 at Rajasthan & Assam.

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Presently to meet the growing Petroleum demand, India largely investing in Oil fields abroad. India’s
state owned Oil firm have stakes in Oil and Gas fields in Iraq, Qatar, Vietnam, Russia, Australia, Sudan,
Egypt, Ivory Coast, Libya and Myanmar. Petroleum industry has played a major role in India’s energy
sector.
INTRODUCTION
The oil and gas sector is one of the six core industries in India. It is of strategic importance and plays a
pivotal role in influencing decisions across other important spheres of the economy.
After the Indian Independence Indian Oil Industry was a very small one in size and Oil was produced
mainly from Assam and the total amount of Oil production was not more than 250,000 tons per year. Oil
Industry in India during the year 2004-2005 fulfilled most of demand through importing oil from
multiple oil producing countries. The Oil Industry in India itself produced nearly 35 million metric tons
of Oil from the year 2001 to 2005. The import that is done by the Oil Industry in India comes mostly
from the Middle East Asia.
In 1997–98, the New Exploration Licensing Policy (NELP) was envisioned to deal with the ever-
growing gap between demand and supply of gas in India. As per a recent report, the oil and gas industry
in India is anticipated to be worth US$ 139,814.7 million by 2015. With India’s economic growth
closely linked to energy demand, the need for oil and gas is projected to grow further, rendering the
sector a fertile ground for investment.
The Oil that is produced by the Oil Industry in India provides more than 35% of the energy that is
primarily consumed by the people of India. This amount is expected to grow further with both economic
and overall growth in terms of production as well as percentage. The demand for oil is predicted to go
higher and higher with every passing decade and is expected to reach an amount of nearly 250 million
metric ton by the year 2024.
Most of India's crude oil reserves in India are located offshore, in the west and onshore in the northeast.
Substantial reserves, however, are located offshore in the Bay of Bengal and in Rajasthan state. India's

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largest oil field is the offshore Mumbai High field, located north-west of Mumbai and operated by
ONGC. Another effort is India's large oil fields are the Krishna-Godavari basin which is located in the
Bay of Bengal
To cater to the increasing demand, the Government of India has adopted several policies, including
allowing 100 per cent foreign direct investment (FDI) in many segments of the sector, such as natural
gas, petroleum products, and refineries, among others. The government’s participation has made the oil
and gas sector in the country a better target of investment. Today, it attracts both domestic and foreign
investment, as attested by the presence of Reliance Industries Ltd (RIL) and Cairn India.
GROWTH
Since Independence India has witnessed a significant growth in the refining facilities and increase in the
number of refineries from 1 to 17 now. There has been an increase in the refining capacity from 0.25
million metric tons (MMT) per annum to about 103 MMTperannum.
The first decade of Independence (1947-57) saw the establishment of three coastal refineries by Multi-
national Oil Companies operating in India at that time, viz. Burma Shell (BP), Esso Stanvac and Caltex;
the first two at Mumbai and the third at Visakhapatnam.
The second decade (1957-67) witnessed the setting up of Indian Refineries Ltd. in 1958, a wholly-
owned public sector Government company. Under its banner three refineries were set up at Guwahati
(Assam), Barauni (Bihar) and Koyali (Gujarat) essentially to process the indigenous crude discovered in
Assam and Gujarat. In addition, one joint sector refinery was set up with the participation of an
American company at Cochin, based on imported crude.
The next ten year period (1967-77) witnessed the establishment of two refineries, one with equity
participation from American and Iranian companies at Chennai and another in the public sector at
Haldia (West Bengal) by Indian Oil.
The period 1977-87 saw the commissioning of 2 more refineries in the public sector. The refinery at
Bongaigaon(Assam) was the first experiment in having an integrated petroleum refinery-cum-
petrochemicals unit. The other refinery was set up at Mathura in 1982. Major expansions of the coastal

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refineries at Mumbai, Cochin, Chennai and Visakhapatnam were also completed during this period. The
notable feature of the capacity additions during this decade have been the extensive utilization of the
process design capabilities of M/s Engineers India Ltd. and installation of Secondary Processing
Facilities to increase the production of much required Diesel, LPG and Kerosene.
During the fifth decade (1987-97), a small refinery of 0.5 million metric tons(MMT) per annum was
built at Nagapattinam (Tamil Nadu). It is based on crude from adjoining fields. In 1996, a 3 MMT per
annum refinery was built in the joint venture of HPCL and Indian Rayon at Mangalore. This decade also
saw significant expansions to the capacities of the existing refineries, thereby raising the refining
capacity to about 62 MMT per annum. Today, with the setting up of Panipat (Haryana) refinery during
1998-99 and Reliance at Jamnagar (Gujarat) and Numaligarh (Assam) Refineries in 1999-2000, there
are 17 refineries operating in the country, 16 in the public sector, one in the joint sector and one in the
private sector, with an installed capacity of 103 MMT per annum.
The Government has also announced that investments in the refining sector will be encouraged by
providing reasonable tariff protection and making marketing rights for transportation fuels viz. Motor
Spirit (MS), High Speed Diesel (HSD) & Aviation Turbine Fuel (ATF) conditional on owning and
operating refineries with an investment of at least Rs.2,000 crore or oil exploration and production
companies producing at least 3 million tons of crude oil annually. As per the current outlook, India's
refining capacity is estimated to reach a level of 129 MMT per annum by the end of the IX Plan (2001-
02).
MARKET SIZE
Exploration of new oil fields, domestic oil output is supposed to grow to 1 million barrels per day
(MBPD) by FY16. With India developing gas-fired power stations, consumption is up more than 160
per cent since 1995.
India increasingly relies on imported LNG; the country was the fifth-largest LNG importer in 2013,
accounting for 5.5 per cent of global imports. India’s LNG imports are forecasted to increase at a CAGR
of 33 per cent during 2012–17.

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Government of India owned ONGC dominates the upstream segment (exploration and production),
accounting for approximately 60 per cent of the country’s total oil output (FY13).
IOCL operates 11,214 km network of crude, gas and product pipelines, with a capacity of 1.6 million
barrel per day (MBPD) of oil and 10 million metric standard cubic metre per day (MMSCMD) of gas.
This is around 30 per cent of the nation’s total pipeline network.
Today there are total of 18 refineries in the country, out of them 17 in the pubic sector & 1 in the private
sector. There are 17 Public sector refineries are located at Barauni, Mathura, Panipat, Vishakapatnam,
Chennai, Haldia, Nagapattinam, Kochi, Bongaigaon, Koyali, Numaligarh, Mangalore, Tatipaka and
Mumbai has 2 refineries. The only private sector refinery built by Reliance Petroleum Ltd is in
Jamnagar (Gujarat) is the biggest Oil refinery in Asia.
Indian Oil Corporation Limited (IOCL) is the largest company, operating 10 out of 22 Indian refineries,
with a combined capacity of 1.3 MBPD.
KEY PLAYERS IN INDIAN PETROLEUM INDUSTRY
a) Indian Oil Corporation Limited (IOCL)
b) Hindustan Petroleum Corporation Limited (HPCL)
c) Bharat Petroleum Corporation Limited (BPCL)
d) Oil & Natural Gas Corporation (ONGC)
e) Oil India Limited (OIL)
f) Essar Oil
g) Reliance Petroleum Limited (RPL)
h) Mangalore Refineries & Petrochemicals Limited (MRPL)
i) Gas Authority of India Limited (GAIL)
j) Numaligarh Refineries Limited (NRL)

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COMPANY WISE SHARE IN TOTAL REFINING CAPACITY
Indian Oil Corporation Limited (IOCL): Indian Oil establish as Indian Oil Company Ltd in 1958. In
1964, after merging with Indian Refineries Ltd, Indian Oil Company Ltd renamed as Indian Oil
Corporation Limited. The integrated refining and marketing entity has since grown into India’s largest
commercial enterprise. It is the country’s number one company in the prestigious Fortune ‘Global 500’
listing of the world’s largest corporates. IOCL is currently at the 85th position in the list. Indian Oil &
its subsidiaries account for a 49% Share in the petroleum products market, 31% in refining capacity and
71% in pipeline capacity in India. The Indian Oil owns and operate 10 of India’s 18 refineries with a
combined refining capacity of 74.20 million metric tons in 2013-14.
The company majorly controlled by Government of India that owns approximately 69% share in the
company. It is one of the seven ‘Maharatna’ companies in India. The others companies are Coal India
Limited, National Thermal Power Corporation (NTPC), Steel Authority of India Limited (SAIL), Gas
Authority of India Limited (GAIL), Bharat Heavy Electrical Limited (BHEL) and Oil & Natural Gas
Corporation (ONGC).
44%
25%
12%
9%
10%
IOCL(44%)
HPCL(25%)
BPCL(12%)
MRPL(9%)
Others(10%)

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The main products of Indian Oil are Petrol, Diesel, LPG, Aviation Turbine Fuel (ATF), Lubricants and
Petrochemicals, Naphtha & Bitumen.
The Brands Own by Indian Oil are:
 IndaneGas: Domestic & Industrial Gas
 AutoGas: Automative Natural Gas
 XtraPremium: Automotive Premium Petrol
 Servo: Lubricants & Greases.
 Indian Oil Aviation: Aviation Fuel
 Propel: PetroChemical
 LNG: Liquidized Natural Gas
As on 31st March 2013, the company had 34,000 employees, out of which 8% are women. Its workforce
includes 15,000 officers. Indian Oil has largest network of fuel stations in the country. It accounts
around 20,000 outlets (16,000 Retail Outlets (RO)s& 4,000 KisanSeva Kendra). It supplies Indane
cooking gas to 66.8 million household through a network of 5,934 Indane Distributor.
Hindustan Petroleum Corporation Limited (HPCL):
Hindustan Petroleum Corporation Limited (HPCL), aGovernment of India enterprise, was founded in
1974. The company, which has been conferred the prestigious Navratna status, is also listed among
Fortune 500 and Forbes 2000 companies.
HPCL had an annual turnover of Rs 190,048 crore and sales/income from operations of Rs 215,675
crore (US$ 36.74 billion) during FY 13. The company’s crude throughout and market sales were 15.78
million metric tons (MMT) and 30.32 MMT, respectively, during the same fiscal.HPCL has about 20
per cent marketing share in India among Public Sector Undertakings (PSUs) and a strong market
infrastructure. It operates two major refineries producing a wide variety of petroleum fuels and
specialties, one in Mumbai, capacity of 6.5 Million Metric Tonnes Per Annum (MMTPA) and the other
in Visakhapatnam, with a capacity of 8.3 MMTPA.

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The enterprise has a vast marketing network consisting of 13 zonal offices in major cities and 101
regional offices facilitated by a supply and distribution infrastructure comprising terminals, pipeline
networks, inland relay depots and retail outlets, aviation service stations, LPG bottling plants, lubricants
and LPG distributorships. HPCL’s consistent excellent performance has been made possible by highly
motivated workforce of over 11,000 employees working all over India at its different refining &
marketing locations HPCL is very much committed to achieved the economic & social responsibility
through sustainable development & activities like Child care, Education, Healthcare, Skill & community
development.
Bharat Petroleum Corporation Limited (BPCL):
Bharat Petroleum Corporation Limited is a Government of India owned Oil & Gas Company
headquartered at Mumbai. The corporation owns two large refineries in the country, one is in Mumbai
with a capacity of 12 million metric tons (MMT) per year & other based in Kochi capacity of 9.5 million
metric tons (MMT) per year.
The company earned total revenue of sum $39.45 billion in 2012. It was also the first refinery to process
newly found indigenous crude in Bombay High region.
Reliance Petroleum Limited (RPL):
Reliance Petroleum Limited was set up by Reliance Industries Limited based in Ahmedabad. The
group’s activities span exploration and production of oil and gas, petroleum refining and marketing,
petrochemical (polyester, fiber, plastics and chemicals), textiles, retail, infotel and special economic
zone (SEZs).
Reliance Petroleum Limited (RPL) was formed to set up a greenfield petroleum refinery and
polypropylene plant in the Special Economic Zone (SEZ) at Jamnagar in Gujarat. This global sized,
highly complex refinery is being located adjacent to RIL's existing refinery and petrochemicals complex,
which is amongst the largest and most efficient in the world, thus offering significant synergies.

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The Jamnagar refinery has an annual crude processing capacity of 580,000 barrels per day (BPD), RPL
will be the sixth largest refinery in the world. The polypropylene plant will have a capacity to produce
0.9 million metric tons per annum.
ONGC: ONGC is the largest upstream oil company. ONGC accounts for 62 per cent of India’s total
crude oil output. Oil and Natural Gas Corporation Limited (ONGC) is an Indian multinational oil and
gas company headquartered in Dehradun. It is a public sector undertaking (PSU) of the Government of
India, under the control of the Ministry of Petroleum and Natural Gas. It is India's largest oil and gas
exploration and production company. It produces around 69 per cent of India's crude oil (equivalent to
around 30 per cent of the country's total demand).
ONGC involved in exploring and exploiting hydrocarbons in 26 sedimentary basins of India, and it
owns and operates over 11,000 kilometers of pipelines in the country.
PETROLEUM REGULATORY AUTHORITY
The Petroleum and Natural Gas Regulatory Board (PNGRB) was constituted under The Petroleum and
Natural Gas Regulatory Board Act, 2006 notified via Gazette Notification dated 31st March, 2006.The
Act provides for the establishment of Petroleum and Natural Gas Regulatory Board to protect the
interests of consumers relating to petroleum, petroleum products and gas and promote competitive
markets.Further as per in the act, the board has also been mandated to regulate the refining, processing,
storage, transportation, distribution, marketing and sale of petroleum, petroleum products and natural
gas except production of crude oil and natural gas and also to ensure uninterrupted and adequate supply
of petroleum, petroleum products and natural gas in all parts of the country.
The aim of the regulatory authority is to create a vibrant energy market with rapid and orderly growth
through facilitation of flow of investments into basic infrastructure for efficient transportation and
distribution of petroleum & petroleum product and natural gas at minimum cost and high level of
protection of consumer interest through fair trade practice and competition among the entities so as to
ensure the enhanced competitiveness of Indian economy and customer satisfaction.

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“INDIAN OIL” - THE INSPIRATION OF INDIA
As a leading public sector enterprise of India, Indian Oil has successfully combined its corporate social
responsibility agenda with its business offerings, meeting the energy needs of millions of people every
day across the length and breadth of the country, traversing a diversity of cultures, difficult terrains and
harsh climatic conditions. The Corporation takes pride in its continuous investments in innovative
technologies and solution for sustainable energy flow and economic growth and in developing techno
economically viable and environment-friendly products & services for the benefit of its consumers.

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MARKETING STRATEGY OF IOCL
APPROACHES TO CUSTOMERS:
Indian Oil has one of the largest petroleum marketing and distribution network in Asia with over 34, 000
marketing touch points. Its ubiquitous petrol/ diesel stations are located across different terrains and
regions of the Indian sub-continent. From Leh to Kanyakumari, from Kutch on India’s western tip to
Arunachal Pradesh in the edge of North East, Indian Oil is truly ‘in every heart, in every part’. Indian
Oil’s vast marketing infrastructure of petrol/ diesel stations, Indane (LPG) distributorship, SERVO
lubricants and greases outlets and large volume consumer pumps are backed by bulk storage terminals
and installations, inland depots, aviation fuel stations, LPG bottling plants amongst others. The
countrywide marketing operations are coordinated by 16 State Offices and over 100 decentralized
administrative offices.
Several landmark surveys continues to rate Indian Oil as the dominant energy brand in the country and
an enduring symbol for high quality petroleum products and services. The heritage and iconic
association that the brand invokes has been built over four decades of commitment to uninterrupted
supply line of petroleum products to every part of the country, and unique products that cater not only to
the functional requirements but also the aspirational needs of millions of customers.
Indian Oil has been adjusted India’s No. 1 brand by UK-based Brand Finance, an independent
consultancy that deals with valuation of brands. It was also listed as India’s ‘Most Trusted Brand’ in the
‘Gasoline’ category in the Reader’s Digest – AC Nielson survey. In addition, Indian Oil topped The
Hindu Businessline’s “India’s Most Valuable Brands” list. However, the value of the Indian Oil brand is
not just limited to its commercial role as an energy provider but straddles the entire value chain of gamut
of exploration & production, refining, transportation & marketing, petrochemicals & natural gas and
downstream marketing operations abroad. Indian Oil is a national brand owned by over a billion Indians
and that is a priceless value.

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THE FLEET CARD INDUSTRY
AN OVERVIEW
For the petroleum retail sector in India, recent years have seen a fundamental change in the way of
business is being done. The sector has moved away from being government controlled, a move that has
a brought new level of competitive threat and customer focus. With the going having gotten tough, the
smarter players have caught on early that the best way to do business is to lock customers into a habit
they can’t break. Loyalty programs are in with each of the big players pacify (wooing) wallet shares
with loyalty card programs.
This report outlines the growth of loyalty programs in the petroleum retail sector in India, focusing on
the evolution of the pioneering ‘Bonus’ program. The first in India, which virtually created the market
for loyalty programs in the sector.
THE CHANGING OF RETAIL INDUSTRY
The changing retail experience and the rise of the loyalty programs have seen parallel development in
the Indian context. The retail experience, until recently, was bare bones, with the gas station being
nothing more than a place to tank up, and cash the preferred payment mode. In the recent times,
however, the outlets have seen a complete facelift, with new multi-fuel dispensers, better trained
attendants, and service elements. The product offering has widened to include blended fuels, branded
fuels, high-octane fuels, lubes, groceries and more. The outlet itself is expanding to include grocery
stores, cafes, bank ATMs, internet kiosks, etc., giving the customer more reasons to spend time and
money at a location that offers more than just fuel. Credit Cards, Debit Cards and Loyalty Cards are also
widely accepted. The outcome of these changes is that the urban consumers is getting used to a radically
different experience at the Retail Outlets that is translating into higher service expectation.
Consumers are being given reasons to build preference among the three companies Indian Oil
Corporation Limited (IOCL), Bharat Petroleum Corporation Limited (BPCL), and Hindustan Petroleum
Corporation Limited (HPCL) and their brands. As consumers have begun to express their preferences,
the companies have entered an inevitable battle for business through relationship building initiatives,
including loyalty programs.

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AT THE BEGINNING STAGE
The pioneer was BPCL with its ‘smartcard’ – based on Bonus program, launched in 1999. When
developing the program, BPCL has no significant local examples to go by, except the frequent flyer
programs being run by the Airlines. Given the high investments to be made in program design, system,
branding, marketing, POS upgrade, etc., the risks were considerable, but BPCL did not introduce the
loyalty program uni-dimensionally.
BPCL partnered with DIREM, a loyalty marketing consultant, to focus on loyalty program development
and management, and simultaneously upgraded retail forecourts, introduced stores (In & Out stores) and
other outlet facilities in a phased manner, together with a fuel purity.
THE NEXT PUSH
For the other two players IOCL and HPCL, customer loyalty programs did not happen until mid-2002.
Both of these companies focused their initial marketing efforts in the building their outlets brand and
services before launching a range of cards based programs. Also, both companies took the co-branded
route, tying up with banks that were also looking to launch their petro loyalty programs.
Two other developments in basic program format were the introduction of Fleet Card and Network
Loyalty Program. On the Fleet Card front, BPCL was again the pioneer, launching the Smart Fleet in
January 2001, followed by IOCL’s “Power Plus” in January 2002. These programs gave the fleet owners
the option of giving drivers pre-loaded cards which allowed better MIS, transaction tracking, and points
earnings. Network loyalty also came into the picture when IOCL launched a co-branded card with ‘My
Shoppe’ a network loyalty program with a number of retail chain Affiliates and ultimately launched
XTRAPOWER Fleet Card with comparatively large coverage of customers loyalty programs.

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COMPETITIVE ENVIROMENT IN FLEET CARD INDUSTRY
Where all three major players in the petroleum retail sector have at least three card-based loyalty
programs up their sleeves, the indicators are that it’s a bit of winding road to maturity. We are still in the
“launch every option” phase, and one can expect a variety of new offerings that will strive to widen the
net to capture new prospects and focus on the becoming the “second card” in the pocket that slowly
edges out the old card through aggressive and innovative marketing.
The drivers that determine program success are also changing. For most of the players today, coverage is
the key driver. The more cities and outlets they launch their programs in, the larger their member base
naturally grows. After coverage begins to hits a plateau, data and analytics will take center stage as
companies plunge into the deep end of data mining for elusive insight to drive their campaigns.
Technology upgrades will feed the efficiency and interactivity demand. New partnerships will move
towards more niche segments that target lifestyle or special interest groups. Finally, creativity and
innovation will bring the sizzle that gives the market vitality. In the large and complex market that India
is, direct and loyalty marketing can thrive in the many opportunities present. The fast-growing urban
population is getting increasingly Westernized but, the diversity within the people remains as
opportunity for micro segmentation and targeted campaigns to follow. Petrol retail has tasted blood with
loyalty programs, and the many miles to go are sure to be marked by initiatives that make marketing
history.

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INDIAN OIL’S XTRAPOWER FLEET CARD PROGRAM
XTRAPOWER Fleet Card Program is a complete fleet management solution for Fleet Owners/
Operators and Corporate. XTRAPOWER is a Smart Card based Fleet Card Program, which facilitates
cashless purchase of fuel and lubes from designated retail outlets of Indian Oil through flexible prepaid
and credit facilities. The Fleet Card program also offers an exciting Rewards Program and unique like
personal accident insurance cover and vehicle tracking facilities.
There are also problems to be sorted out for sure and competition nipping IOCL’s feet could well have
an advantage in being learner. The market competition, as it turns out, is not just from similar loyalty
programs by the other petroleum companies, nut equally from the emergence of co-branded programs
with banks, which are shaping this quickly maturing market.
In just under two years if its launch, Indian Oil XTRAPOWER Fleet Card emerged as the largest fleet
card program in the country, having crossed the one million mark.
Indian Oil Corporation Limited needs to shape out an impressive market share in the loyalty program
competition by increasing the number of customers of fleet card ad see that they continue to be active
and operational.

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THE DOWNSTREAM LEADER OF INDIA
Beginning in the 1959 as Indian Oil Company Limited, Indian Oil Corporation Limited was formed in
1964 with the merger of Indian Refineries Limited (established in 1958). Indian Oil and its subsidiaries
account for 49% petroleum products market share, 40.40% refining capacity and 69% downstream
sector pipeline capacity in India.
The Indian Oil Group of companies owns and operates 10 of India’s 19 refineries with a combined
refining capacity of 60.2 million metric tons per annum (MMTPA, i.e. 1.2 million barrel per day). These
include two refineries of subsidiary Chennai Petroleum Corporation Limited (CPCL) and one of
Bonagaigaon and Petrochemicals Limited (BRPL).
The corporation’s cross-county network of crude oil and product pipelines, spanning about 9,300 km
and the largest in the country, meets the vital energy needs of the consumers in an efficient, economical
and environmental- friendly manner.
Indian Oil has invested 43, 393 crore during the period 2007-12 in augmentation of refining and pipeline
capacities, expansion of marketing infrastructure and product quality up gradation as well as in
integration and diversification projects.
VAST NETWORK
Under the flagship National Oil Company (NOC) in the downturn sector, Indian Oil reaches precious
petroleum products to millions of people every day through a countrywide network of about 34,000
sales points. They are backed for supplies by 166 bulk storage terminals and depots, 101 aviation fuel
stations and 89 Indane(L P Gas) bottling plants. About 7,100 bulk consumers, ensuring products and
inventories at their doorstep.
Indian Oil’s ISO- 9002 certified Aviation Service commands over 62% market share in aviation fuel
business, meeting the fuel needs of domestic and international flag carriers, private airlines and the
Indian Defense Services. The corporation also enjoys a dominant share of the bulk consumer business,
including railways, state transport undertakings, and industrial, agricultural and marine sectors.

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TECHNICALLY UPDATED SOLUTIONS
Research & Development R(& D) Centre of Indian Oil counted finest Asia’s Besides pioneering work
in lubricants formulation, refinery processes, pipeline transportation and alternative fuels, the Centre is
also the nodal agency of Indian hydrocarbon sector for ushering in Hydrogen- CNG station at an Indian
Oil retail outlet in New Delhi in 2008. It has commissioned a bio-gas plant and bio-mass gasifier plant
during the year 2007-08 for conducting research into the energy- efficient bio-gas business.
Indian Oil joined the league of global technology providers in 2007 with the selection of its in- house
development INDMAX technology (for maximizing LP Gas yield) for the 4 MMTPA Fluidized Catalyst
Cracking (FCC) unit at the Corporation’s upcoming 15 MMTPA refinery- cum- petrochemicals complex
at Paradip in Orrisa, as well as fir the FCC unit coming at BRPL.
A wholly- owned subsidiary, Indian Oil Technologies Limited, is engaged in commercializing the
innovations and technologies developed by Indian Oil’s Centre.
VALUE TO CUSTOMER
At Indian Oil, customers always get the first priority. New initiatives are launched round-the-year for the
convenience of the various customer segments.
Exclusive XTRACARE petrol & diesel stations unveiled in selected urban and semi-urban markets
offer a range of value-added services to enhance customer delight and loyalty. Large format Swagat
brand outlet cater to highway motorists, with multiple facilities such as food courts, first aid, rest rooms
and dormitories, spare parts shop, etc. Specially introduced “Kisan Seva Kendra” outlets meet the
diverse needs of the rural populace, offering a variety of products and services such as seeds, fertilizers,
pesticides, farm equipment, medicines, and spare parts for truck and tractors, tractor engine oil and
pump set oils, besides auto fuels and kerosene. “SERVOXPRESS” has been launched as a one-stop
shop for auto care services. To safeguard the interest of the valuable customers, interventions like retail

29 | P a g e
automation, vehicle tracking and maker system have been introduced to ensure quality and quantity of
petroleum products.
STREACHING STEPS
To achieve the next level of growth, Indian Oil is currently forging ahead on a well laid-out road map
through vertical integration- upstream into oil exploration & production (E & P) and downstream into
petrochemicals – and diversification into natural gas marketing, besides globalization of its downstream
operations.
In E&P, Indian Oil has bagged eight oil & gas blocks and two Coal Bed Methane blocks under NELP
(New Exploration Licensing Policy) rounds in India, in consortium with other companies. It has also
acquired participating interest in two onshore blocks in Assam and Arunachal Pradesh. Overseas
ventures of the Corporation include two blocks in Sirte Basin and Areas 95/96 in Ghadames Basin of
Libya, Farsi Exploration Block in Iran, onshore farm-in arrangements in Gabon, an on-land block in
Nigeria and two onshore blocks in Yemen. Indian Oil has incorporated Ind-Oil Overseas Limited – a
special purpose vehicle for acquisition of overseas E&P assets – in Port Louis, Mauritius, in consortium
with Oil India Limited (OIL).
In natural gas business, Indian Oil is targeting sale of 2 million tons in 2008-09. A technology
innovation has been initiated to reach LNG (Liquefied Natural Gas) directly to the doorstep of bulk
consumers in cryogenic containers for industrial as well as captive power applications. An LNG import
terminal is proposed to be set up at Ennore near Chennai City gas distribution projects are in the pipeline
in partnership with other companies.
For more over a decade now, Indian Oil has providing technical and manpower services to overseas
companies. Consultancy services for reduction of Fluidized Catalyst Cracker (FCC) shutdown time were
also providing during the year 2007-08.
The Corporation’s wholly-owned subsidiary, Indian Oil Technologies Limited is engaged in
commercializing the innovations and technologies developed by Indian Oil’s R&D Centre.

30 | P a g e
Indian Oil has set up its subsidiary in Sri Lanka, Mauritius and United Arab Emirates (UAE), and is
simultaneously scouting for new opportunities in the energy markets of Asia and Africa.
Indian Oil Mauritius Limited has an overall market share of nearly 20% and commands a 32% market
share in aviation fuelling business, apart from its bunkering business. It operates a modern petroleum
bulk storage terminal at Mer Rouge port, besides 13 petrol % diesel stations. In addition to the ongoing
expansion of retail network, IOML has commissioned the first ISO-9001 product-testing laboratory in
Mauritius.
The corporation’s UAE subsidiary, IOC Middle East FZE, which overseas business expansion in the
Middle East, has commenced blending SERVO lubricants and marketing petroleum products and
lubricants in the Middle East, Africa and CIS countries.
INDIAN OIL’s XTRAPOWER FLEET CARD PROGRAM
XTRAPOWER is one-of-a-kind fleet card program of Indian Oil, which gives XTRA convenience,
XTRA security and XTRA opportunity to earn truckloads of reward. It is a tailor-made program for
Fleet Owners, Operators and Corporate as well.
With XTRAPOWER Fleet Card customers now have an easy, convenient and rewarding way to drive,
monitor and control their entire fleet. It facilitates cashless fuel purchase and gives them systematic
record of transactions through the card. It is a powerful and unique fleet management tool for efficient
and cost-conscious fleet owners. Based on the smart card technology, the XTRAPOWER card gives
you:
 Payment convenience – both prepaid and credit options.
 Detailed fleet management reports
 Facility to track each vehicle
 Personal Accidents Insurance Cover and Medi-claim for the fleet owner, driver, co-driver and
helper
 Attractive rewards on purchase of fuel & lubricants through the Card

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ABOUT THE PROGRAM
Once enrolled, the fleet owner the fleet owner is assigned a Fleet Control Card with Control PIN and
“XTRAPOWER” smart card for every vehicle enrolled under the program.
User ID and Password would also provide to enable fleet card owner to log on to the exclusive web-site
www.iocxtrapower.com of Indian Oil Corporation Limited, XTRAPOWER Program.
The XTRAPOWER smart card is personalized with details like Card Number, Card Member’s Name,
Customer ID, Vehicle Number and Expiry Date printed on the card.
CONVENIENCE
There are two variants of XTRAPOWER fleet card Prepaid & Credit. On prepaid cards, one can pre-
load as much money as and when required. Within prescribed limit the preloading facility has been
made available at designated Retail Outlets of Indian Oil. One can also deposit the desired amount in
Central Cash Management System (CCMS) through designated of HDFC Bank.
For the credit, cards are sent with credit limit as approved by our credit partner American Express
(AMEX).

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CONTROL
XTRAPOWER gives full control on the amount loaded on prepaid cards from wherever the fleet owners
are. For example, one can make payments in Mumbai and reload the Fleet Card in Chennai. In case of
credit variant, there is a pre-approved daily limit on the card.
For every transaction, charge slip would be printed for your records. This slip will indicate the date, time
and location of the transaction, card number, product purchased, value of purchase, card balance after
transaction and odometer reading of vehicle (if provided by driver) etc. One copy of the transaction slip
is given to the driver of the vehicle. With the help of these slips you can keep track of your auto fuel/
lubes expenses and routes traveled by each of your fleet vehicles.
TRACKING
One can keep track of his fleet by logging on to our website www.iocxtrapower.com. As XTRAPOWER
member one can view the tracking report for his vehicle as well as transactions made on each of his fleet
cards for ant periods.
POINTS
User can earn XTRA points every time they use their XTRAPOWER fleet card(s) for making purchase
of auto fuels & lubricants, which on accumulation, can be redeemed for fuel, lubricants and many more
exciting gifts.
XTRAPROTECTION
Now enjoy XTRA protection through XTRAPOWER insurance cover for Personal Accident, Medi-
claim and lost card liability. The Insurance Cover is provided to the Card Member as well as to the
vehicle crew.
Insurance features of XTRAPOWER Fleet Card include following: Sum insured for Fleet Owner,
Driver, Co-Driver and Helper-cum-cleaner. Personal Accident Insurance Death, 100 % sum insured for
all –

33 | P a g e
a) Owner: 1, 00, 000 per card, maximum up to 20, 00, 000
b) Driver: 50, 000
c) Co-Driver: 25, 000
d) Helper-cum-cleaner: 25, 000
XTRABENEFITS
In addition to the key benefits, XTRAPOWER provides you with value-added benefits of discount on
fleet-related products e.g. Tyres, spares, services etc. through alliance partnership developed with
various manufacturers.
PAN INDIA NETWORK
XTRAPOWER program offers card-insert based basis truck track at no extra cost. It also offers “Online
Tracking” facility (at normal cost), which would vastly improve fleet utilization.
XTRAPOWER card members will enjoy the power of Indian Oil’s nation-wide network of retail sales
points, supported by Indian Oil’s team of Sales Officers and Fleet Managers.
CONSOLIDATED MONTHLY STATEMENT
The members would receive consolidated monthly statement detailing fuel/ lubes purchases by each
vehicle, XTRA Points earned etc. If the driver has provided the odometer reading of the vehicle at the
time of transaction, the Card Member can also ascertain the mileage performance of the vehicle.
FLEET CARD:
This is a vehicle specific smart card that is to be used for making purchases of fuel/ lubricants at
designated Retail Outlet of Indian Oil. The smart chip and the vehicle number on the front of the card
and easily identify the Fleet Card. To activate XTRAPOWER Fleet Cards, one must visit the nearest
designated Retail Outlet of Indian Oil. The fleet cards are activated by changing the default PIN on the
card terminal at a designated retail outlet of Indian Oil.

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RURAL CARDS
Rural cards has launch on 6th June 2015 in PAN India especially for rural area. It is basically launch for
diesel of every non-vehicular activity. In Rural Card the accidental personal insurance coverage is same
as drivers card.
DRIVER CARDS
Driver cards are for the driver exclusively. It is a driver specific card. Every commercial driving license
owner can make the card. The accidental personal insurance coverage limit has raised to Rs 1,00,000
from Rs 50,000 for the driver and also driver will get 30 paise rewards on every Rs 100 diesel purchase
on cash.
ADDITIONAL CARDS

35 | P a g e
If at any point of time, a card member decides to enroll more vehicles under XTRAPOWER Fleet Card
Program, the card member needs to fill up a small application form giving the details of the additional
vehicles to be enrolled into the program.
ELIGIBILITY
1. The applicant may be any individual, partnership, company, Hindu Undivided Family (HUF),
society or any business entity with a fleet of vehicles comprising of vehicles of type greater than
four tones.
2. If the applicant is an individual, he must be over 18 years of the age.
3. The application should be on the prescribed format, complete in all respects, executed
appropriately. Enclosing all documents called for.
4. The applicant must specify automotive fuel/ lubes to be purchased for each vehicle in the
application form.
5. The application accompanied with the applicable fees should be made to the designated office/
Retail Outlets of Indian Oil Corporation Limited to accept or reject the application.
6. It is absolute and sole discretion of Indian Oil Corporation Limited to accept or reject the
application.
ENROLMENT
1. On approval, cards are issued by Indian Oil Corporation Limited to the applicant and are
delivered to the applicant at the address furnished by him in the application form within 21 days.
2. The applicant is issued one card per vehicle. The card has a distinct card number. It shows the
Card Owner’s Name, Customer ID, Card Number, Vehicle’ Registration Number, Validity
Period etc.
3. The purchase of the product against the card is restricted to the vehicle whose registration
number appears on the card.

36 | P a g e
4. The card member permits Indian Oil Corporation Limited to use the information provided in the
application form for the issuance of card in any marketing activities, but would ensure
confidentiality.
CARD LIMITS
To help the customer control his fuel/ lubes expenses better, the Corporation has prescribed three
different limits for each of the customer’s fleet cards. They are as follows.
Transaction Limit: Sets the maximum value of a sale transaction on a fleet card (default limit of
12, 000). This limit ensures that each individual purchase on card does not exceed a pre-
determined limit.
Daily Limit: Sets the maximum value of sale transaction that can be done through a card in a
single day (default limit 24, 000). The limit has been provided for the customer’s security to
avoid misuse of cards.
Card Limit: Sets the maximum value of amount that can be loaded or held on a card at any
point of time (maximum value is 70, 000).
Lost of Card: Lost Card Liability Insurance Maximum up to ₹ 16, 000 per card subjected to
misuse of the card within 24 hours from lodging the loss complain with XTRAPOWER 24*7
Customer Helpline.
CLAIMING PROCEDURE:
Only ACTIVE CARDS as on date of accident would be entitled for availing insurance benefits. Cards
with sales transaction of ₹ 10, 000 in last 365 days would be treated as Active Card. Prevailing IRDA
guidelines would be applicable for all insurance claims.
Insurance claims under XTRAPOWER FLEET CARD PROGRAM are admissible for vehicular road
accident only.

37 | P a g e
While claims are admissible for Driver, Co-driver and Helper-cum-cleaner towards card enrolled against
respective vehicle involved in the accident, the same for Owner would be admissible for other accidents
as well.
Claimant must send the claim to M/s. Oriental Insurance for claim settlement.
Above Insurance benefits are offered to the members of XTRAPOWER Fleet Card Program at FREE of
cost.

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COMPARISON BETWEEN XTRAPOWER BENEFITSWITHOTHER OMC
To complete this comparison I have visited the Retail Outlet of BPCL and HPCL and talk with their
customers as all benefits are not disclose in company‘s official website.
These information are required to get a competitive edge over competitors.
NAME OF THE
COMPANIES
BENEFITS
IOCL BPCL HPCL
HIGHEST VALUE
REWARD POINT
ON HIGH SPEED
DISEL (HSD)
.9% .5% .5%
CASH LOADING MANUAL AND BY
CENTAL CASH
MANAGEMENT
SYSTEM (CCMS)
MANUAL AND BY
CENTAL CASH
MANAGEMENT
SYSTEM (CCMS)
MANUAL AND BY
CENTAL CASH
MANAGEMENT
SYSTEM (CCMS)
ONLINE PIN
UNLOCKING
YES(FREE OF
COST)
YES(FREE OF
COST)
YES(FREE OF
COST)

39 | P a g e
INSTANT FUEL
REDEMPTION
YES YES YES
INSURANCE FOR
OWNER
₹ 1,00,000/- per card,
max up to 20,00,000/-
NO ANY
INSURANCE FOR
OWNER
NO ANY
INSURANCE FOR
OWNER
INSURANCE FOR
DRIVER AND
CLEANER
Driver : 50,000/-
Co-Driver: 25,000/-
,Helper-cum-cleaner:
25,000/-
NO ANY
INSURANCE
BENEFITS
Free accidental death
Insurance cover of 1
Lakh for drivers and
1 Lakh for cleaners.
MEDICAL
INSURANCE
10, 000/- per card):
Owner: 2500/- per
card subjected to
maximum of 50, 000,
Driver: 2500, Co-
Driver: 2500 and
Helper-cum-cleaner:
2500.(Minimum
claim under medical
insurance MUST be
over Rs 500/-
NO ANY MEDICAL
INSURANCE
NO ANY MEDICAL
INSURANCE
LOST CARD
LIABILITY
INSURANCE
Up to 16000/per car
subjected to misuse
24 hrs after lodging
loss complain to
XTRAPOWER 24hrs
help line.
NO SUCH BENEFIT NO SUCH BENEFIT
NAME OF THE
COMPANIES
BENEFITS
IOCL BPCL HPCL
LOST CARD
LIABILITY
A replacement card is
issue to the card
issue to the card
issue to the card

40 | P a g e
holder after due
verification the pre-
paid amount balance
of the lost card is
transferred with a fee
of ₹ 100 per card.
holder after due
paid amount balance
of the lost card is
transferred after
verification.
holder after due
paid amount balance
of the lost card is
transferred after
verification.
VEHICLE
TRACKING
Card-insert based
offline tracking at no
extra cost. Card insert
based online tracking
at a nominal cost of
2/-
Card-insert based
extra cost. Card insert
at a nominal cost.
Vehicle tracking
through sms (fee only
for blue card holder).
Card-insert based
extra cost. At any HP
Fleet card outlet, the
driver has to place the
card on the reader
and enter his PIN
Number. This is
regardless of whether
or not your Driver
fuels the vehicle at
the outlet. Card insert
at a nominal cost.
SMART CARD
PREPAID CREDIT
YES YES YES
MULTIPLE CREDIT
PARTNER
American Express
(AMEX) &
Sundaram Finance
Ltd.
SundaramFinanceLtd,
Citicorp Finance &
IndusInd Bank
ICICI BANK
RELOADING
FACILITY
YES YES YES
ENORLMENT FEE
AND RENWAL FEE
FREE OF COST YES ,RS 250 PER
CARD
YES, RS 280 PER
CARD

41 | P a g e
LOYALTY POINT
VALUE
PER POINT 1
PAISA
NA NA
REWARD FUEL
AND LUBE
YES YES YES
MINIMUM POINT
REQUIRED FOR
REDEMPTION
80,000-1 year from
the date of
transaction.
9, 00, 000 - once in
year (for blue and
silver) quarterly for
gold and on demand
for platinum card
holder.
25,000-at any point
of time valid up to 3
years.
REDEMPTION
OPTION THROUGH
CRT MACHINE
YES YES YES
24 HRS HEELPLINE YES YES YES
TYRE AND
BATTERY
BENEFIT
On JK tyre per tyre
Rs 100 less and 5 %
off on Exide battery
NO SUCH BENEFIT NO SUCH BENEFIT
SMS BENIFIT Free SMS alerts Free SMS alerts for
all balance check and
vehicle tracking (fee
only for blue card
holder).
NO SUCH BENEFIT

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Financial Report of 2014-15

46 | P a g e
Organizational Structure of Indian Oil Corporation Limited
IOCL CHAIRMAN
OFFICE
PIPELINE
DIVISION
R & D
DIVISION
MARKETING
DIVISION
REFINERY
DEVISION
WESTERN
REGION
SOUTHERN
REGION
EASTERN
REGION
NORTHERN
REGION
ODISHA STATE
OFFICE
WEST BENGAL
STATE OFFICE
NORTH EAST
STATE OFFICE
BIHAR STATE
OFFICE
SILIGURI DIV.
OFFICE
KOLKATA DIV.
OFFICE
DURGAPUR
DIV. OFFICE
HALDIA DIV.
OFFICE
CUSTOMERSRETAIL
OUTLETS
FIELD
OFFICERS
DEPOTS
GARIA
SALES
AREA (SA)
KOLKATA
I. SA
KOLKATA
II. SA
KALYANI
SA
BARASAT
SA
S 24
PGS SA
KRISHNAN
AGR SA

47 | P a g e
Chapter 2
Review of Literature
This literature review helps to identify and understand the problem & different issues related to
fleet card industry in India. A review of past studies on fleet card helps me as a researcher to
modify and improve the concept of fleet card industry and provide a fair idea with past studies.
The following studies are collected from different research articles, committee reports and
surveys.
CONCEPT OF FLEET CARD
The research method of Mr Thomas W & Thomas L shows us that the system and method for
managing purchase data of a credit card account associated with a vehicle through the use of a
management system. The management system downloads data regarding a vehicle from vehicle
master system, and data regarding the U.S. Postal Service organizational hierarchy structure
from financial data mart system. The management system receives transaction data from a credit
card system, summarizes the data by vehicle, driver, product group and supplier at eight (8)
summary levels of organizational structure, analyzes the transaction data for instances of
possible fraudulent use of the credit card, and creates exception records to indicate possibility of
fraud. On behalf of the credit card provider, the management system creates an invoice and a
control report, and sends the invoice to the financial department for payment. The management
system produces spreadsheets and reports used for quarterly or annual filing with States to
recoup exempt tax not taken off at the pump. The management system organizes the transaction,
summary, invoice and exception data into sorted listings for display over one or more intranet
web pages. The web pages on which transactions are shown provide the capability for the user to
reconcile the transactions. The sorted listings may indicate a probability of fraud

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RETAIL TO LOYALTY
Urkude, A. M., Attri, R., Pahwa, D., & Singh, M. (2011) research on India’s Petroleum Market:
The Journey from a Commodity to Brands tells us that to build a strong brand today is incredibly
difficult. A strong brand can turn a commoditised, undifferentiated product into something
unique and special. For instance, as soon as you put the brand of Tiffany on a diamond, the value
of the diamond shoots up. It is no longer just a diamond, it is a Tiffany diamond. Similarly, as
soon as the McKinsey brand touches a consulting project, the value of the project leaps. It is now
a McKinsey study, and people assume that it is rigorous, thoughtful and valuable. The reverse is
also true; a weak brand erodes value. When a brand associated with low quality touches a
product, expectations sink. Brands are long term assets; they build over time and they erode over
time. As a result, a company building a strong brand won’t see the results right away. This paper
gives a brief background to the advent of global oil brands and the journey of India’s petroleum
market from a commodity to brands.
AWARENESS OF FLEET CARD
Attri, R., Urkude, A. M., Pahwa, D., & Singh, M. (2011). Measuring Public Sector Oil
Marketing Companies’ Brand Awareness. research work shows that for a brand to have value, it
must be valued by the customer. Brand Equity is measured by understanding the customer brand
knowledge in terms of the position that the brand occupies in the customer’s mind, the level of
brand association, brand awareness and brand loyalty. India's oil market has so far been
dominated by public sector oil marketing companies especially in the marketing of petroleum
products. One particular customer behavior that has intrigued the marketers and researchers for
long has been the indifference exhibited by fuel consumers while making choice amongst these
three brands to refuel their vehicles. This research aims to study the level of brand awareness of
the line and brand extensions for public sector oil marketing companies and the customer
awareness for marketing communications and loyalty programmes of these companies. The
results point towards the need to work on integrated marketing communication strategies to
increase brand awareness.

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COMPETITION OF FLEET CARD INDUSTRY
A Comparative Study of Brand Building Activities of Oil Marketing Companies in India with
Their Western Counterparts by Attri, R., Pahwa, D., & Singh, M. (2012) tells us that the Indian
market is dominated by Public Sector Oil Marketing Companies in the marketing of petroleum
products and the customer behavior that has intrigued the marketers has been lack of customer
brand loyalty. Today marketing of petrol has changed from what it was and petrol is on its way
to transformation from being an “undifferentiated commodity” to a “branded product”. Although
companies have introduced different octane fuels, the lack of switching costs creates a challenge
for marketers as consumer has no reason to stay with one particular brand. In the present times of
continuous increase of fuel prices, rising inflation and continued weakening of Indian Rupee
against the US Dollar, it has become difficult for the oil marketing companies to increase their
market share and the share of customer wallet. The companies in the west faced a tougher
recessionary period as compared to their Indian counterparts and have succeeded in sustaining
themselves in such tough times by devising various strategies to increase their brand value. This
paper does a comparative analysis of brand building activities of oil marketing companies in
India with their western counterparts. This analysis would help identify opportunities for Indian
oil marketing companies to increase their brand equity.
BRAND & LOYALTY OF FLEET CARD
Research paper on “Brand position & customer loyalty for public sector oil marketing
companies” by Attri, R., Pahwa, D., Singh, M., & Urkude, A. M. (2011) provide us the
knowledge that a brand is a "name, term, design, symbol, or any other feature that identifies one
seller's good or service as distinct from those of other sellers. For a brand to have value, it must
be valued by the customer. Brand Equity is normally measured by understanding the customer
brand knowledge in terms of the position that the brand occupies in the customer’s mind, the
level of brand association, brand awareness and brand loyalty. India's oil market has so far been
dominated by Public Sector Oil marketing Companies especially in the marketing of petroleum
products. One particular customer behavior that has intrigued the marketers and researchers for
long has been the indifference exhibited by fuel consumers while making choice amongst these

50 | P a g e
three brands to refuel their vehicles. This research aims to study the brand position and customer
loyalty for public sector oil marketing companies. The results point towards an opportunity
which the oil marketing companies have to increase the brand position and customer loyalty by
devising income wise segmentation strategies for different consumer groups.

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Chapter 3
Project Objectives
OBJECTIVES
 To study the B2B offering of OMC’s
 To communicate the benefits of XTRAPOWER Fleet program to target customers over programs
of other OMC’s and persuade the prospective customers to enroll in this program.
 To communicate the benefits of the XTRAPOWER Corporate Card program to target customer
(in hospitality and healthcare industries) and persuade the prospective customers to enroll in this
program
 Make recommendations to IOCL based on a study of factors that influence the B2B customers
purchase decision and hence improve promotion and sales.
FINANCIAL ASPIRATIONS
 To ensure maximum economy in expenditure.
 To manage and operate all facilities in an efficient manner so as to generate adequate internal
resources to meet revenue cost and requirements for the project investment, without budgetary
support.
 To develop long-term corporate plans to provide fir adequate growth of the Corporation’s
business.
 To reduce the cost of production of the petroleum products by means of systematic cost control
measures and thereby sustain market leadership through cost competitiveness.

52 | P a g e
COMMITMENTS
 Towards Customers And Dealers:To provide prompt, courteous and efficient service and
quality products at competitive prices.

 Towards Suppliers: - To ensure prompt dealing with integrity. Impartiality and courtesy and
help promote industries.
 Towards Employees: - to develop their capabilities and facilitate their advantages through
appropriate training and career planning. To have fair dealings with recognized representatives
of employees in pursuance of healthy industrial practices and sound personnel policies.
 Towards Community: - To develop techno-economically viable and environment-friendly
products. To maintain the highest standards in respect of safety, environment protection and
occupational health at all production units.

 Towards Defense Services: - To maintain adequate to supplies to defense and other paramilitary
services during normal as well as emergency situations.
VISION
A major diversified, trans-national, integrated energy company, with national leadership and a strong
environment conscience, playing a national role in oil security & public distribution.
MISSION
To achieve international standards of excellence in all aspects of energy and diversified business with
focus on customer delight through value of products and services and cost reduction.
 To maximize of wealth creation, value and satisfaction for the stakeholders.

53 | P a g e
 To attain leadership in developing, adopting and assimilating state-of-art technology for
competitive advantage
 To foster a culture of participation and innovation for employee growth and contribution.
 To cultivate high standards of business ethics and Total Quality Management for a strong
corporate identity and brand equity.
VALUES
Care – stands for
 Concern
 Understanding
 Cooperation
 Empowerment
Innovation – stands for
 Creativity
 Ability to learn
 Flexibility
 Change
Passion – stands for
 Commitment
 Dedication
 Pride
 Inspiration
 Ownership
Trust – stands for
 Delivered promises

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 Reliability
 Integrity
 Truthfulness
 Transparency
EXPANDING OVERSEAS
Indian Oil is currently metamorphosing from a pure sectorial company with dominance in
downstream in India to a vertically integrated, transnational energy behemoth. The Corporation is
already on the way to becoming a major player in petrochemical activities, besides making large
investments in E&P and import/ marketing ventures for oil & gas in India and abroad.
Besides two refining subsidiary, Chennai Petroleum Corporation Limited and Bongaigaon Refining
& Petrochemicals Limited, subsidiary are operational in Sri Lanka, Mauritius and UAE.
With a vision to evolve into a major technology provider through excellence in management of
knowledge and innovation, India Oil has launched Indian Oil Technology Limited to market the
intellectual development by Indian Oil’s R&D Centre.
GROUP OF COMPANIES
 Lanka IOCL PLC
 Indian Oil Mauritius Limited
 IOC Middle East FZE
 Indian Oil Technologies Limited
 Chennai Petroleum Corporations Limited (CPCL)
 Bongaigaon Refinery & Petrochemical Limited (BRPL)

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Chapter 4
Project Methodology Adopted
Research is a systematic study or investigation into new or existing knowledge. It is generally confirm
or establish any fact and reconfirm the result of previous work, solve new problems, introduce new
theories and give support to existing problem. A research work can also be an extension of any previous
work in the same field.
The goal of a research process is to create new knowledge or deepen understanding of the topic or issue.
There are two major ways to conduct research work:
A. Primary Research
B. Secondary Research
The research work also divides between two categories on the basis of research design.
1. Quantitative Research
2. Qualitative Research
TYPE OF THE STUDY
The study is a descriptive as well as exploratory study. It based on the data collected through the
structure & consolidated questionnaire from the transporters, multiple fleet owners, retailers, drivers &
corporate users.
SOURCE OF DATA COLLECTION
PRIMARY DATA: Primary data is the information that collected from sources such as personal
interviews, questionnaires or surveys with a specific intention and on a specific subject, and observation
and discussion by the researcher him or herself, which information is then assessed by that person. It is a

56 | P a g e
direct approach and, as it is tailored to a company's particular needs, reveals apparently, much-needed
information to that company which started the research; that is, the results are used for the purpose for
which they were originally intended. It can be a lengthy process but does provide first-hand information.
In here, primary data had collected through the questionnaire & face to face discussion with,
 Fleet owners
 Transport Authority
 Retailers
 XTRAPOWER executives
 Corporate users.
SECONDARY DATA: Secondary data is the information that is already available somewhere, it be in
journals, on the internet, in a company's records or, on a larger scale, in corporate or governmental
archives. Secondary data allows for comparison of, say, several years worth of statistical information
relating to, for example, a sector of the economy, where the information may be used to measure the
effects of change or whatever it is that is being researched.
In here, secondary data had been collected from Internets, books, previous research works & existing
customer’s data and list. It is generally used for analyze primary data.
RESEARCH DESIGN
A research design detailed outline of how an investigation will take place. A research design will
typically include how data is to be collected, what instruments will be employed, how the instruments
will be used and the intended means for analyzing data collected.
RESEARCH METHODOLOGY
Research methodology is used to search answers of the research questions. An attempt has been taken to
explain the behavior, attitude & preferences of the people towards XTRAPOWER fleet card at Kolkata
& its suburban region.

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Sample Size
I have taken a sample size of 100 people.
Sample Population
The sampling populations are basically from Kolkata & its adjoining areas.
Targeted Group
The targeted group consisted of:
 Fleet Owners
 Transports Carriers
 Retailers
 Corporate Users
 Drivers
Location
The survey location was mainly Kolkata Divisional Office of Indian Oil Corporation Limited mostly
covers Kolkata metropolitan & its suburban areas.
Analysis tools used
I have used MS Excel 2007 as the main tool for analyzing the data collected & converting the data to
numerical data from forms.

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Chapter 5
Data Analysis & Interpretation / Description of the Work
Performed
As a market researcher, I have initiated & conducted a survey to reach to a conclusion of the project,
i.e., to understand the awareness & attitude of the people about XTRAPOWER Fleet Card of Indian Oil
Corporation Limited. The statistical explanation of the data has been collected by using MS Excel.
1. Fuelling preferences among fleet owners.
Out of 100 fleet owners 55 were preferred to fuelling from Indian Oil outlets rather than other
OMC’s outlets. The user preferred other OMC’s outlets i.e. BPCL, HPCL & others are
corresponding 24%, 17% % 6%.
Total Fleet Card Users 100
Indian Oil (IOCL) 55%
Bharat Petroleum (BPCL) 24%
Hindustan Petroleum (HPCL) 17%
Others 6%
Table No 5.1
IOCL
55%
BPCL
24%
HPCL
17%
Others
4%
Fuelling Preference

59 | P a g e
2. How many fleets do you have?
Out of 100 fleet owners 69 are having fleets between 0 to 50. The fleet owner having fleets
between 50-100, 100-150, 150-200 & above 200 are correspondingly 15%, 8%, 5% & 3%.
Percentage of Fleets Owners
0 to 50 69%
50 to 100 15%
100 to 150 8%
150 to 200 5%
Above 200 3%
Table No 5.2
3. What is your monthly transaction?
69%
15%
8%
5% 3%
No of Fleets
0-50 50-100 100-150 150-200 Above 200

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The fleet owner doing monthly transaction on diesel between 50,000 to 2 lakhs are 52. The
others owner having transaction between 2 lakhs – 5 lakhs, 5lakhs – 10lakhs, 10 lakhs – 50 lakhs
& above 50 lakhs are correspondingly 23, 17, 6 & 2.
Monthly Transactions
50,000 to 2 lakhs 52
2 lakhs to 5 lakhs 23
Above 50 lakhs 2
Table No 5.3
4. Do you fuelling your fleets from IOCL Retail Outlets (RO)?
We have ask the fleet owners that are they fuelling from IOCL outlets or not. Out of 100 owners
71 owners answered affirmative & rest are informed no or may be sometimes they go & fill from
IOCL outlets.
52
23
17
6 2
0
10
20
30
40
50
60
50,000-2 lakhs 2-5lakhs 5-10lakhs 10-50lakhs Above 50 lakhs
Monthly Transaction

61 | P a g e
Fuelling from IOCL
Yes 71%
No 18%
Sometimes 11%
Table No 5.4
5. Do you aware of XTRAPOWER Program?
Out of 100 owners 62 owners informed us that they are aware about XTRAPOWER programme
& 38 owners told that they don’t know about XTRAPOWRER programme.
Awareness on XTRAPOWER Programme
Yes 62%
No 38%
Table No 5.5
71%
18%
11%
Fuelling from IOCL
Yes No Sometimes

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6. Do you get any benefits from XTRAPOWER Program?
I have also placed a question about benefit of XTRAPOWER. 66 users told me that they are
benefitted from XTRAPOWER programme & 38 % told that they haven’t benefitted from
XTRAPOWER programme.
Benefitted from XTRAPOWER
Yes 66%
No 34%
Table No 5.6
62%
38%
Awarenesson XTRAPOWER
Programme
Yes No

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7. Are you satisfied from XTRAPOWER’s benefits?
Out of 100 users 65 users expressed their satisfaction to XTRAPOWER’s benefit & 35% told us
that they are not satisfied.
Satisfied from XTRAPOWER
Yes 65%
No 35%
Table No 5.7
66%
34%
Benefitted from XTRAPOWER
Programme
Yes
No

64 | P a g e
8. How do you rate XTRAPOWER Fleet Card programme?
I also asked those fleet owners how are they rate XTRAPOWER Fleet Card programme. 32 are
said that the programme is excellent, 35%, 17%, 12%, 4% are told as good, fair, average & worst
correspondingly.
Overall rating of XTRAPOWER
Excellent 32%
Good 35%
Fair 17%
Average 12%
Worst 4%
Table No 5.8
65%
35%
Satisfied from XTRAPOWER
Yes No

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32%
35%
17%
12%
4%
Overall Rating of XTRAPOWER
Excellent Good Fair Average Worst

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Chapter 6
Findings
On the basis of collected Primary & Secondary Data from various sources and analyzed the same, there
are many useful findings are figured out. The conclusion has been drawn after considering conceptual
background of marketing management as well as logical analysis.
The XTRAPOWER Fleet Card marketing program of Indian Oil Corporation Limited facilities cashless
fuel and lubricants from designated Retail Outlets of Indian Oil through flexible prepaid and credit
facilities. The Fleet Card program also offers an exciting Rewards program and unique benefits like
personal accident insurance cover and vehicle tracking facilities.
In a few years of its launch, Indian Oil XTRAPOWER Fleet Card has emerged as the largest Fleet Card
Program in the country, having more than one million Fleet Card-holders in a short span of time.
The Indian Oil XTRAPOWER Fleet Card offers both Pre-Paid and Credit facilities.
The sales of fuel in Kolkata & West Bengal have shown an upward graph as compared to year over year.
The study reveals that as compared to the sales of fuels through Fleet Cards by the other Petroleum
Companies viz. Hindustan Petroleum Corporation Limited and Bharat Petroleum Corporation Limited,
the market share of Indian Oil is comparatively on the higher side.
It has been found that Indian Oil Corporation has distinctive advantage over its competitors with respect
to the promotional offers against the purchase through Fleet Cards.
The analysis of the interviews taken gives us numerous inputs for the formulating the exact reasons for
the not very high popularity of the fleet cards among the Fleet Operators as compared to the other
countries.
The following conclusions were drawn on the basis of the interviews of the Retail Outlets Owners,
Managers, and Fleet Operators in Kolkata Metro & Suburban districts.

67 | P a g e
1. Unawareness of the benefits from the use of Fleet Cards, the facilities/ offerings. These card
owners have seen the advertisements at the Retail Outlets and the showrooms but lack of
knowledge about the facts regarding the Fleet Cards.
2. The lackness of proper promotion is also an obstacle of proper promotion.
3. The Retail Outlet Staff, Manager and even the owners of the Retail Outlets are sometimes very
reluctant of the promotions of XTRAPOWER. This is an obstacle in the expansion of the usage
of Fleet Cards. The reduction in the Earned Points on the usage by the Corporation has also been
found a reason for the inactivity of some cards as they feel that as if there are no extra benefits of
using the cards.
4. Much time consuming for every swiping in Point Of Sale Terminal (POST) Machine at RO.
5. The Retail Outlets Dealers that there are also the cases when they have encountered with
XTRAPOWER Fleet Cards having no balance and complaints that the amount has not been
loaded to their CCMS accounts.
6. Credit purchase of Fuel and Lubricants by the Fleet Owners is also a concern as everyone can’t
be granted the credit sales; it is as per the discretion of the Financers to whom they concern for
giving the credit. Our major customers are the prepaid customers.
7. The lack of sufficient balance in the card also decreases the usage of the cards as it is found
during the interviews of the Retail Outlets owners that they encounter the cards also having NIL
balance and they have to call the owners to load balance on the cards.
8. Some of the transporters have brought in to the light that they are not the owners of the vehicles
that they operate as they are Contract Carriers, so they have a resistance from the actual owner of
the vehicle from getting the XTRAPOWER Fleet Cards.
9. Many of the Transporters are here not registered or they don’t want to show much transaction
their bank account because of Income Tax. So, they don’t want to use their Fleet Cards through
CCMS.
10. Many dealers also don’t have much interest to promote XTRAPOWER Fleet Card, So eventually
the program is out of knowledge of valued customers.

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Chapter 7
Recommendations
XTRAPOWER Fleet Card is one of the most important and decent initiatives launched by Indian Oil
Corporation Limited to boost the Retail Sales activity which is one of the major activities of the business
of the Indian Oil Corporation Limited. It is most important to increase the usage of the XTRAPOWER
Fleet Card and in the exploration of the potentially new customers lot of things should be taken care so
that there should be hassle free business by the Fleet Operators which are the backbone of the economy.
On the completion of the analysis, conclusions are drawn, knowledge gained during the course of time
period of the training keeping in mind the management and logical consideration as well as the
feasibility consideration, I take this opportunity to offer certain recommendations. I have found that the
following recommendation based on my research work should be imply to resist the problem in the
operation of the Fleet Card.
 To provide easy & quick services every Retail Outlet (RO) should install & make a proper
and convenient kiosk or window to give easy and quick solution.
 The Direct Selling Agent (DSA)’s may be very useful in enrolling the new customers
because the Fleet Owners sometimes find it hard to get time for the necessary activities
regarding the issuance of the cards so this problem could be easily abolish from the picture
 The Fleet Operators have no time to deal with the issue of Fleet Cards and DSA’s can be
very useful to resolving any issue.
 Staffs of every RO should be trained about the latest offers of the XTRAPOWER Fleet
CARD Programme.
 Every RO should appoint a Customer Care Executive (CSE) of XTRAPOWER Fleet Card
mainly for a specific time of the day when the fleet movements are more.

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 Corporation should create the proper awareness about the function & usefulness of the
program.
 Give proper training to every staff of the RO to pitch the products with the advantages &
benefits to the customer then with the features.

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REFERENCES
http://www.pngrb.gov.in/newsite/about-us.html
http://www.ibef.org/industry/oil-gas-india/showcase
http://www.indianmirror.com/indian-industries/oil.html
http://www.ibef.org/industry/oil-gas-india.aspx
http://www.iocxtrapower.com
http://www.iocl.com
http://www.eia.gov/countries/index.cfm?topL=exp
http://www.mbaskool.com/fun-corner/top-brand-lists/7571-top-10-oil-and-gas-companies-of-the-world-
2013.html?start=4
http://www.economist.com/news/briefing/21582522-day-huge-integrated-international-oil-company-
drawing
Thomas, W., & Thomas, L. (2001). U.S. Patent Application 09/766,324.
Urkude, A. M., Attri, R., Pahwa, D., & Singh, M. (2011) research on India’s Petroleum Market: The
Journey from a Commodity to Brands. Management Research Journal, 5, 78-82.
Attri, R., Pahwa, D., & Singh, M. (2012). A Comparative Study of Brand Building Activities of Oil
Marketing Companies in India with Their Western Counterparts. In EPOCH Strategies for Marketing:
Family Business and Entrepreneurship, International Conference Proceeding (pp. 45-60).
Attri, R., Pahwa, D., Singh, M., & Urkude, A. M. (2011). Brand position & customer loyalty for public
sector oil marketing companies. International Journal of Management Prudence, 2(2), 25-35.
Attri, R., Urkude, A. M., Pahwa, D., & Singh, M. (2011). Measuring Public Sector Oil Marketing
Companies’ Brand Awareness. IUP Journal of Brand Management, 8(4), 7-24.

71 | P a g e
ANNEXURE
Annexure ‘A’
Customer FeedbackForm
Name
Date
Customer ID
How many fleets do you have?
o 0-50
o 50-100
o 100-150
o 150-200
o above 200
What is your monthly transaction?
o 50,000 - 2 lacs
o 2 lacs - 5 lacs
o 5 lacs - 10 lacs
o 10 lacs - 50 lacs
o Above 50 lacs
Do you fuelling your fleets from IOCL RO?
o Yes
o No
o Sometimes
If No, then what are the reasons?
o Location
o Credit Issue

72 | P a g e
o Behaviour of dealers
o Timing
o Quality
Do you know about XTRAPOWER Fleet Card program of IOCL?
o Yes
o No
If yes, then from where did you come to know abut XTRAPOWER?
o IOCL RO
o Newspaper
o Magazines
o Other:
Are you satisfied with services of Fleet card?
o Yes
o No
Do you get any benefits from XTRAPOWER Fleet Card?
o Yes
o No
Kindly give us some suggestion to improve the quality of our service.

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