...IN-COMPANY TRAINING REPORT ON “MARKETING STRATEGIES OF JK TYRES” COMPLETED IN JK TYRE LIMITED [pic] SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF B.COM (H) IIIRD YEAR DELHI COLLEGE OF ARTS & COMMERCE, NEW DELHI TRAINING SUPERVISOR: SUBMITTED BY: MR. HARMEET SINGH KOHLI KARAN ARORA (Marketing Manager Central Zone) ROLL NO. 336 SECTION - A STUDENT DECLARATION I hereby declare that the Summer Training Report conducted at “Marketing Strategies of JK Tyres” submitted in partial fulfillment of the requirement of B. Com(h) III Year. It is my original work and the same has not been submitted for the award of any other Degree/diploma/fellowship or other similar titles or prizes. KARAN ARORA ROLL NO. 336 SECTION - A UNDER THE GUIDANCE OF: MRS. NEHA AGGARWAL MR. PANKAJ KUMAR (FACULTY OF COLLEGE) Student signature ACKNOWLEDGEMENT It is indeed a moment of immense gratification for me to express my deepest gratitude to Mr. Harmeet Singh Kohli, (Marketing Manager Central Zone) for providing me with an opportunity to carry out this project study and help me create this report on “Marketing Strategies of JK Tyres". I am grateful to him for forecasting an excellent academic ambience...
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...Why was Alexander able to conquer a vast empire in a short period of time? Savaiki Sale Su’a History 3661 Brenden Bliss Aug 28, 2012 There are multiple factors that historians argue about how the expansion of Alexander’s Empire became rapid and effective. Most historians have labeled him “Alexander the Great” because of his ability to conquer a huge empire as well as a military commander that had never lost a battle. Alexander was only 10 when he tamed a fearful horse that captured the eye of his father Phillip who had this to say, “My boy, you must find a kingdom big enough for your ambition. Macedon is too small for you.” Alexander would grow up to be one of the world’s most legendary military commanders. His battlefield tactics are widely studied in military schools today. Within 13 years, Alexander conquered most of the known world with an empire that stretched 10,000 miles and encompassed the Mediterranean, most of Europe and touched the borders of India. However, there is still one question that most military commander would want to know, “How did he manage to conquer a huge empire in such a short period of time?” First, he should thank his father Phillip’s innovation and military for setting up the stage for his conquest. Second, Alexander’s early education jump started his character as a leader. Finally, Alexander’s psychological and social strategy helped bolster the rapid conquest. These above factors contribute to the spread of the Empire in a short period of only...
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...prospect of a succession crisis. King Baldwin IV was a leper and could not leave an heir. His sister Sibylla had been left widowed and pregnant by William of Montferrat, and the nobles of the kingdom began to seek another suitable husband. At the same time, Philip of Alsace, Count of Flanders, arrived on pilgrimage, and demanded that Sibylla be married off to one of his vassals. Philip and Baldwin also planned an alliance with the Byzantine Empire for a naval attack on Egypt; but none of these plans came to fruition. * Meanwhile, Saladin planned his own invasion of the kingdom from Egypt. Learning of Saladin's plans, Baldwin IV left Jerusalem with, according to William of Tyre, only 375 knights to attempt a defense at Ascalon, but Baldwin was blockaded there by Saladin, who, again according to William of Tyre, had 26,000 men. Accompanying Baldwin was Raynald of Chatillon, lord of Oultrejordain, who had just been released from captivity in Aleppo in 1176. Raynald was a fierce enemy of Saladin, and was the effective commander of the army, with King Baldwin too ill to command it personally. Also with the army were Odo de St Amand, master of the Knights Templar, Baldwin of Ibelin, his brother Balian, Reginald of Sidon, and Joscelin III of Edessa. Another Templar force attempted to meet Baldwin at Ascalon, but they were also besieged at Gaza. * Saladin continued his march towards Jerusalem, thinking that Baldwin would not dare to follow him with so few men. He attacked Ramla, Lydda...
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...The true Success of Alexander the Great When historians are asked to consider the most incredible military strategist of all time the answer will typically be Alexander the Great, not only for his immeasurable military strategy skills, which were impressive during his life time, but for his overwhelming achievements that had managed to impact history thousands of years later. Alexander the Great was so successful because from the beginning of his life all the way up until his final moments he lived solely to prove himself as the almighty conqueror of Asia. From a young age alexander became aware of many elements of the world through his education. When he got his start as a ruler many fortunate events occurred and encouraged his progression. The real genius of Alexander the Great was through his infamous military formation known simply as the phalanx. It was this impenetrable formation and Alexander’s own deceivingly simple ideologies that secured his successes. Early on in Alexander’s life many knew his ultimate goal was to conqueror all of Asia, and it became clear once his undefeated record started growing that he truly had the capacity to tackle such an aspiration. When Alexander was approximately thirteen years of age he became a student of the widely renowned philosopher, Aristotle. Alexander’s father, Phillip II, went out of his way to acquire the famous philosopher for his son’s education. Not only was Alexander becoming increasingly aware of the sciences and mathematics...
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...Alexander the Great: Siege of Tyre Oliver Bolin In January of 332 B.C. Alexander the Great of Macedonia moved in to seize control of Tyre, a Phoenician city, while on his was to eventually move against Egypt. The city of Tyre was located on an island in the Mediterranean Sea, 0.5 miles from the mainland, and was a key port for Egypt. Alexander and the Tyrians had approximately 40,000 troops each; however, the Tyrian Naval forces were much more powerful than what Alexander had with him. Alexander initially attempted to get into the city by stating he wished to offer a sacrifice at the city’s Temple of Melkart. The Tyrians refused Alexander and told him that he could perform the sacrifice at the old city temple on the mainland. Alexander did not accept the refusal and sent messengers, called Heralds, to order the city of Tyre to either surrender or be conquered. In a defiant response the Tyrians killed the Heralds and threw their bodies over the city wall. Alexander was then faced with the difficult challenge of having to attack and conquer an island city that had never been conquered, despite numerous attempts. He knew that he would not be able to take the city with ships as his fleet was small in size when compared to the Tyrian fleet. Another challenge he faced was that the city wall facing the mainland was 150 feet high. Alexander consulted his Generals, looking for alternate methods of attack, and quickly found out that the water between the mainland and...
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...| 0,336 | 0,055 | 0,265 | 0,344 | Apollo tyres sales | 0 | 0,135 | 0,245 | 0,62 | Cumulated sales | 0 | 0,135 | 0,38 | 1 | Cumulated sales- sales | 0 | 0 | 0,135 | 0,38 | Cumulated sales+(Cumulated sales-sales) | 0 | 0,135 | 0,515 | 1,38 | Industry[Cumulated sales+(Cumulated sales-sales)] | 0 | 0,74 | 13,75 | 47,47 | | | | | | | | | GIR | 61,96 | The International Strategy of Apollo Tyres. International position: The international position of Apollo Tyres seems to be one of Regional Dominant Player. Below is the table of calculations of the Global Revenue Index (GRI). According to these calculations, the GRI in this case is of 61,96, which means that Apollo Tyres is a Regional Dominant Player. This result is coherent with the characteristics of Apollo Tyres, because it is dominant in India. The company wants and is maintaining both a world-class brand (Dunlop) and a local low-cost brand (Regal Tyres). Its dominance in the Indian market (62% of sales in the Asia-Pacific region) is focused on the low-price demand in India. In its international strategy, Apollo Tyres goes beyond solely exporting to other markets, but has also established other facilities and acquired other companies in its international expansion. However, the vast majority of its sales are in the Asia-Pacific reason, particularly in India. Therefore, we can conclude with the calculations and the statistical data that Apollo Tyres is a Regional Dominant Player in the Asia-Pacific...
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...Unit-1: MARKET SHARE OF DIFFERENT TYRE COMPANIES IN TRUCK SEGMENT Unit-2: CUSTOMER’S PREFERENCE ON DIFFERENT BRANDS AND TYRE COMPANIES IN TRUCK SEGMENT Ambedkar Institute of Management Studies 1 Contents Unit-1: MARKET SHARE OF DIFFERENT TYRE COMPANIES IN TRUCK SEGMENT. Executive Summary: a. Introduction b. About Tyre industries in India (Background, key issues, Review of performance) c. Growth of Tyre Industries d. Various Types of Tyre segment JK’s Brief profile (Company) a. b. c. d. About JK Mission & Vision Marketing strategy SWOT analysis e. Organizational structure Objectives of the study Need for the study Limitation of the study Research Methodology of the study Data analysis & Interpretation Findings Suggestions Unit-2: CUSTOMER’S PREFERENCE ON DIFFERENT BRANDS AND TYRE COMPANIES IN TRUCK SEGMENT. Consumer Buying behaviour Indian consumer profile Objective of the study Limitation Of the study Methodology Data analysis & interpretation Findings Suggestions Conclusion Bibliography Annexure Ambedkar Institute of Management Studies 2 Executive Summary: a. About Tyre industries in India b. Growth of Tyre Industries c. Various Types of Tyre segment JK’s Brief profile (Company) a. About JK b. Mission & Vision c. Marketing strategy d. SWOT analysis e. Marketing Organization Executive Summary a. Introduction Ambedkar Institute of Management...
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...A REPORT ON THE INDIAN TYRE INDUSTRY By Harsha Verma 09BSHYD0310 Nehal Basedia 09BSHYD0509 Prabani Phukan 09BSHYD1064 Jitendu Kumar Dixit 09BSHYD0336 Sandeep Kumar Gupta 09BSHYD0733 Date of Submission: September 03, 2010 The Indian Tyre Industry 2010 TABLE OF CONTENTS Acknowledgement ............................................................................................................... 4 Executive Summary .............................................................................................................. 5 Introduction .......................................................................................................................... 7 Purpose of Report ....................................................................................................................................................... 7 Scope of the Report .................................................................................................................................................... 7 Phase I: Industry Analysis ................................................................................................................................. 7 Phase II: Test of Efficiency of Market .......................................................................................................... 7 Phase III: Company Analysis ............................................................................................................................ 7 Scope of Study...
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...Marketing Management-1 Project Stage I & 2 Report On MRF Tyres Submitted to: Prof. Dr. D K Batra Submitted by: Group 2 Section A, PGDM 15-17 Abstract This report focuses on MRF tyres and seeks to provide a detailed analysis of the company, their competitors and their customers. It aims to give insights on the various strengths that have catapulted MRF tyres to be regarded as the numero uno in the tyre industry. The report also highlights some weaknesses that they need to address as a tyre company and lists out various challenges that lay in their path ahead. Apart from MRF tyres, an overall summary of the tyre industry has also been given to give a background to the analysis. Contents Automobile & Tyre Sector and Company Overview 1 Automobile industry 1 Tyre industry 1 Evolution of industry 1 Technological evolution 2 Radialization of truck tyres in India 3 Classification of tyres 3 Cartelization accusations 3 Company Overview 4 Situation Analysis 5 Competitor Analysis 5 Apollo Tyres 5 JK Tyres 5 CEAT 6 Resources & Capabilities (2014) 6 Campaigns 6 Customer Analysis 7 Distribution channels 7 Market size and potential growth 7 Customer survey highlights 7 Perceived risks 8 Dealers’ survey 9 Company Analysis 9 SWOT Analysis 10 Strengths 10 Weaknesses 10 Opportunities 10 Threats 10 Challenges faced by MRF 11 Going Global 11 Incentives for dealers...
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...Tyre companies stocks down on slow down in auto sales and gloomy economic outlook After enjoying positive ride in the first four months of this year due to falling raw material costs and revival in auto sales growth, stocks of tyre companies fell in April and May thanks to slow down in auto sales and gloomy economic outlook of the country which has dampened sentiments of investors. Stocks of Indian tyre companies had increased around 30% in the first one and a half month of this year while the Bombay Stock Exchange’s Benchmark 30-share Sensex (Sensex Index) spiked by 15% in the same period. However, despite the Sensex Index fell by around 5% in the period of 15th February to 10th April 2012, tyre companies’ continued to move northwards due to falling raw material costs and continued growth in automobile sales, mainly car sales. Tyre companies had posted robust earning growth in the January-March quarter on the account of an impressive sales growth in automobile and softened prices of natural rubber in domestic and international markets and that had reflected on tyre companies stocks. After restoring some confidence at the start of this year, investors again started losing confidence on the bourses because of discouraging waves of poor industrial growth, record level low of the rupees against the dollar and falling GDP growth rate, and rising crude oil prices. India’s economic growth plunged in the fourth quarter (January-March) of 2011-12 to 5.3%, which is a nine...
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...When the business organization sell the goods of service to its dealer or customer and does not receive trade Cash immediately or the firm trade in credit to customer, then it create receivable in the books of the firm. Receivable management can be defined as “DEBT OWNED BY THE FIRM” rising from product is selling under credit. It is one of the main components of the working capital, others are inventors and cash. And then it is also one of the current assets of the firm. STATEMENT OF THE PROBLEMS:- “A study on the receivable management system” at JK TYRE LIMITED. NEED OF THE STUDY:- • It is one of the important components of the working capital in the business firm. • Effective receivables management ensure in increase of profit in the...
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...and stress * Radial (Created in 1965 by Michelin) * Flat but wider * Established itself in developed countries with * Increased performance * Better adhesion * Greater resistance to torsion and friction * Sales growing slowly in India but with improvements in roads and car performance * Technological improvements were being made to cars in recent years * In 2006, radial represented 85% of car tire sales by volume (28% in 1995) * Radial technology was non-existent in commercial vehicle tire market (1st in 1989 by MRF) * CAR: 85%, LIGHT COMMERCIAL VEHICLE: 11%, COMMERCIAL VEHICLE:2% * With road improvements, radicalization level will increase and thus overall tyre demand Three major markets for tire companies * Original equipment manufacturer (OEM) (Sales in 2005: 34.2%) * Corresponded to direct...
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...Assignment 1- Part A Industry: Automobile Ancillaries (Tyres & Tubes) Financial Year 2011-2012 | Turnover of Indian Tyre Industry | Rs. 43,000 Crores | Tyre Production (Tonnage) | 15 lakh M.T. | Tyre Production – All Categories (Nos.) | 2254 Lakh | Tyre Export from India (Value) : | Rs. 4209 crores | Number of tyre companies: | 39 | Industry Concentration | 10 Large tyre companies account for over 95% of total tyre production. | Radialisation Level - Current (as a % of total tyre production) | Passenger Car tyres: 98% Light Commercial Vehicles: 20% Heavy Vehicles ( Truck & Bus ): 18% | Major Players of Tyres & Tubes in India * MRF Tyres Ltd. * Apollo Tyres Ltd. * CEAT Ltd. * Balkrishna Industries Ltd. * Govind Rubber Ltd. * Falcon tyres Ltd. * JK Tyres & Industries Ltd. Company of Interest: MRF Tyres Ltd. Company Background: Mr K. M. Mammen is the CMD of the company. The promoters hold about 26% of the total equity in the company, while institutional investors hold about 14% and individuals hold about 34%. Industry group: Tyres & tubes Main product / service: Tyres Ownership group: MRF Group Entity type: Public Ltd. Incorporation year: 1960 Size group: Top decile Ranking: Global Ranking 2012 Ranking | 2011Ranking | Company | 2011 tyre sales (100 million U.S.dollars | 2010 tyre sales (100 million U.S.dollars) | 2009 tyre sales (100 million U.S.dollars) | 17 | 17 | MRF LTD. |...
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...Goenka | RPG | 18 | 42 | A B Godrej | Godrej Group | 19 | 27 | Shashikant N Ruia | Essar Group | 20 | 38 | AM Naik | L&T | 21 | 15 | Ravikant N Ruia | Essar Group | 22 | NA | T S Vijayan | LIC | 23 | 33 | Aditya Puri | HDFC Bank | 24 | 22 | Kishore Biyani | Future Group | 25 | 24 | Shikha Sharma | Axis Bank | 26 | 52 | Subhash Chandra | Zee Telefilms | 27 | 40 | K P Singh | DLF Group | 28 | 39 | Vineet Nayyar | HCL Technologies | 29 | 39 | Rajiv Bajaj | Bajaj Auto | 30 | 18 | Manoj Kohli | Bharti Airtel | 31 | NA | K R Kamath | Punjab National Bank | 32 | NA | Deepak S Parekh | HDFC | 33 | 7 | G M Rao | GMR Infrastructure | 34 | 44 | Gautam Singhania | Raymond | 35 | 53 | Hari Shankar Singhania | JK Tyre | 36 | NA | Vineet Nayar | Tech Mahindra | 37 | NA | Naina Lal Kidwai | HSBC | 38 | 32 | Yogesh Chander Deveshwar | ITC | 39 | 16 | Pawan Munjal | Hero Honda Motors | 40 | 31 | Anand Burman | Dabur | 41 | NA | Neeraj Swaroop | Standard Chartered | 42 | 84 | Naresh Goyal | Jet Airways |...
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...Chenab Group Cowasjee Group Dawood Group Dewan Mushtaq Group Fauji Foundation Fecto Group of Industries Ghani Group of Companies Gul Ahmed Group Habib Group Hashoo Group Izhar Group Jahangir Siddiqui Group Lakson Group Muller & Phipps Pakistan Nagina Group Saigol Group Servis Industries Limited or Servis Group Sharif Group Consumer goods[edit] Automobiles & parts[edit] Adam Motor Company, defunct automotive Al-Ghazi Tractors, tractors Atlas Honda, automotive Dewan Farooque Motors, automotive Ghandhara Industries, automotive Ghandhara Nissan, automotive Ghani Automobile Industries, motorcycles Hinopak Motors, automotive Indus Motors Company, automotive Master Motors, automotive Pak Suzuki, automotive Servis Tyres, tyres Sigma Motors, automotive TCM Automobiles, defunct automotive Food & beverage[edit] Dalda, vegetable oil Fecto Sugar Mills, sugar Madina Sugar Mills, sugar Mair Foods, rice, fruits Mitchell's Fruit Farms Limited, fruit Murree Brewery, brewery National Foods, spice OMORÉ, ice cream Ramzan Sugar Mills, sugar Shakarganj Mills, sugar Shan Food Industries, spice Shezan International, beverage United Industries Limited, food Personal & household goods[edit] Amir Adnan, clothing HSY Studio, fashion label Karma, fashion label Khaadi, clothing Pakistan Tobacco Company, tobacco Unilever Pakistan Limited, personal products Consumer services[edit] Media[edit] AAJ TV, news television ARY Digital Network, television ARY...
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