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

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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

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 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

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In today’s world of intense competition and rapid dynamism, all the companies worldwide are tuning their focuses on the customer. Suddenly, the customer had succeeded in capturing all the attention of the companies towards him, so much so, that the once famous maxim, “customer is the god” has become so true and relevant today.
There has been a “paradigm shift” in the thinking of these companies and none other then the customer has brought this about.
Earlier there was a sellers market, since goods and services were in short supply and the sellers use to call the shots. But, ever since the advent of the era of globalization, there has been total transformation in the way the customers being perceived. Today, marketers are directing their efforts in retaining the customers and customers’ base. Their focus has shifted towards integrating the three elements people, service and marketing.
The customer’s importance has assumed imponderable proportions in today’s world, because of the inherent value that the customers command. A customers can
“make or break” a company. It is the responsibility of every company to see that all its customers are equally satisfied with them, for one single dissatisfied customer will tell at least nine others about the dissatisfaction and will spark off a chain reaction and spell doom for that company. In such scenario, retention of the existing customers assumes diabolical proportion. Research has thrown light on some important aspects of customers’ retention it has been proved empirically that acquiring new customers can cost five times more than the cost involved in satisfying and retaining current customers.
In the past, the customers was taken for a ride, as there were not many players in the fields, not much importance was attached to product safety, quality, service and product appeal. The attitude of the manufacture was that of “caveat – emptor”. Thanks to the government policies on liberalization, globalization and privatization (LPG), the market scenario has changed today. Today, the customer has a host of defense mechanism like the customers protection laws, regulation of the government, the powerful hands of the organization, customers’ courts, switching to substitute or competitors that offer at competitive prices, etc. The maxim,” caveat – emptor” has been replaced by “caveat venditor”. Ambedkar Institute of Management Studies

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In the past, after sales service was consider as a cost center, Companies were lethargic in attending to customers complaints. Availability of trainee service personal and quality genuine spare parts posed serious problems. However, with the rising competition, there could not be much product differentiation, as price and quality were comparable and latest technology was to each and every company in the field. Since, there could not be much differential a tangible assets, the companies concentrated on the “intangible assets”, namely the “service factor”, which served as a major differentiator. Today after sales service is an important aspect of every company, and it is no more considered as a cost center, but considered as a profit center. Every organization strives hard to retain its existing customers at any cost since it is five times costly to get a new customers, then to retain an existing customers. Most of the industries today use of information technology to best services to their customers.
b. About Tyre industries in India

Background
The origin of the Indian Tyre Industry dates back to 1926 when Dunlop Rubber Limited set up the first tyre company in West Bengal. MRF followed suit in 1946. Since then, the
Indian tyre industry has grown rapidly.
Transportation industry and tyre industry go hand in hand as the two are interdependent.
Transportation industry has experienced 10% growth rate year after year with an absolute level of 870 billion ton freight. With an extensive road network of 3.2 million km, road accounts for over 85% of all freight movement in India.

Key Issues of tyre industries
High tax usage
The high tax content on tyres can be gauged from the fact that the percentage of total tax to the tax excluded price for various categories of tyres is - 44% for Truck Tyre; 41% for
Passenger Car Radial Tyre, 35% for Tractor Rear Tyre and 76% for Truck Tyre Tube.

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Increase in raw material costs
Apart from being capital intensive, the tyre industry is highly raw material intensive. Any change in the prices of raw materials affects the profitability of tyre companies. The raw materials used in the manufacture of tyres are rubber and petroleum derivatives like nylon tyre cord, carbon black, styrene butadiene rubber and poly butadiene rubber. The most important raw material is rubber-natural and synthetic. Natural rubber (NR), with
29% weightage in the cost of raw materials used by tyre industry, is the highest cost item.
Annual consumption of NR by tyre industry is 3.50 lakh tonnes, valued at Rs. 14 billion.
Over 85% of NR consumed' by the industry is procured domestically. 15% is imported.
In the 2003-04 fiscal, as against the Minimum Statutory Price of Rs. 32.0 per kg, the ruling domestic price of NR had been over Rs. 50 per kg. This is higher than the world rubber prices. However, this does not entail the tyre industry players to import as a number of restrictions are imposed on the import of NR. NR can be imported only through two ports-Kolkata & Visakhapatnam. The customs duty on import of natural rubber is 20%, with 10% under Bangkok Agreement. However, this is not relevant, as NR is not cultivated in South Korea, Bangladesh & China (signatories under the Bangkok
Agreement). Hence, NR can be sourced only from Sri Lanka (under the Indo-Sri Lanka
Agreement), which is of bad quality. Thus, the options of rubber import are restricted and the manufacturers have to rely on the domestic market for procuring rubber.
Import of tyres
During the FY2002, over 1,10,000 passenger car tyres were imported. Although this constitutes a small percentage (1.5%) of total passenger car tyre production in the country, since total imports are of radial passenger car tyres, the percentage is higher when compared against domestic production of radial passenger car tyres. A large percentage of imports are from South Korea at a concessional rate of customs duty (i.e.
15%) under the Bangkok Agreement - as against 20% normal rate of customs duty.
Even though the Government has imposed a restraint on the import of used tyres into
India, occasionally there are reports of import of such tyres in a clandestine manner,
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sometimes as new tyre at low value, since there is no restriction on import of new tyres or as tyres under the "others" category. Many countries such as Japan, Bangladesh, Pakistan,
Philippines, Thailand, Kenya, South Korea, etc. have either put a complete ban on import of used

tyres

or

have

placed

stringent

conditions

on

such

imports.

Tyre Exports
The product focus of tyre exports from India has been Traditional Truck Tyres. Globally this segment of tyre export is shrinking due to greater acceptance of radial tyres. Over the years, China has emerged as a major exporter in bias tyre category. Additionally, export of Indian tyres to select countries is subjected to non-tariff barriers (NTBs) by way of standards, tests, etc. Export of cheaper tyres from China to major tyre importing markets, like US, is adversely affecting Indian tyre exports to these markets. India's share in exports to these countries (especially USA) is progressively declining. If the trend is not reversed, Indian tyre industry will find it extremely difficult to regain its erstwhile position in these markets. Low rate of interest, cheaper electricity tariff, hidden subsidies by the Chinese Government, better infrastructure facilities and lower transaction costs are factors Trends

favourable in Production,

to
Consumption,

Chinese
Price

tyre
&

Capacity

industry.
Utilization

The total tyre produced in the country was 51.58 million units in FY2003 - a 19% growth rate over FY2002.

CAGR of tyre production (in %)
FY 1993-2003
9%
FY 1993-1998
7%
FY 1999-2003
9%
FY 2002-2003
19%
Compiled by INGRES
Currently, the size of the Indian tyre industry is estimated at Rs. 128 billion (0.5% of
Indian GDP), as of FY2003. The total installed capacity of the Indian tyre industry is around 60.5 mn units, and the capacity utilization is around 85%. The capacity utilization improved in FY2003 following improved demand from the automotive segment (75% in
FY2001). Additionally, in FY2003, the price realization of tyre manufacturers also registered an increase by 8%, as against a 0.6% increase in FY2002.
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Demand Supply Gap
The demand for tyres is either in the domestic market or in the export market. As far as domestic demand is concerned, the OEM and the replacement segments are likely to witness strong growth given the current performance of the automotive sector. Given the strong linkages of tyre industry with automotives, its demand is likely to be strong over the short to medium term. As for the export demand for tyres, the outlook is positive, even though some downsides remain.
As regards supply of tyres, currently, the major players are in the process of expanding their capacities, in anticipation of uptrend in sales. For instance, Apollo Tyres has set up a joint venture with Michelin for manufacture and sale of bus and truck radials. JK is expanding its Mysore truck and bus radial facility along with eyeing acquisitions of smaller units. Ceat has increased its offtake by 3 times from Pirelli. However, a characteristic of the Indian tyre industry is that most of the tyre manufacturers in the past had increased capacities in anticipation of a surge in demand, but when it did not materialise, they reduced their addition to capacities. Thus, the demand-supply gap is likely to be an important issue for the Indian tyre industry over the short to medium term.

Review of Performance
Overall Performance
The operating margin of the representative sample of tyre companies improved during
FY2003. However, the net profit margin of the tyre companies even though improved, was still at 3%.
Performance in FY2004
The tyre industry continues to be driven by good demand growth, propelled by sustained uptrend in demand and sales of automobiles in general, and commercial vehicles and passenger cars in particular. However, this does not get translated into improved margins for the industry, as it is witnessing sustained rise in prices of raw materials like natural rubber. Additionally, the customs duty on imports has been brought down from 25% to
20%

and

Special

Additional

Duty

of

4%

has

been

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with.

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Outlook
The level of economic activity, performance of domestic automotive industry, and the faring of the transport sector directly influence the performance of the tyre industry in
India. With the replacement segment dominating the overall tyre demand in India, the industry remains inherently vulnerable to economic cycles. While radicalization has become the norm in the passenger car segment, in the bus and truck tyre segment, its acceptance is still limited. Bus and truck radicalization could emerge in the long term as the quality of roads improves and the restrictions on overloading are better enforced. The practice of re-treading, which is gaining increasing acceptance, could pose a challenge to replacement demand in the medium term. The ability of the re-treading sector to capture potential replacement demand would depend on the awareness among customers (of the benefits of retreading) and also the quality of retreading done. Given the low levels of penetration of two-wheelers and passenger cars in the country, OEM demand is likely to increase, which in turn would push up replacement demand with a lag.
The prospects of tyre exports from India appear healthy, following efforts by Indian companies to increasingly enter into outsourcing agreements with tyre producers in
Southeast Asia, Eastern Europe and Latin America. Overall, tyre manufacturers are likely to tap the export market in an effort to boost sales. The increasing exports of bus and truck tyres (crossply variety) from India to developing countries is because of the fact that developing countries are unable to source them from developed countries as these are no more produced there. Tyre imports are unlikely to pose a threat to the domestic industry, given that domestic prices are lower than international tyre prices.
In the domestic market, tyre manufacturers are expected to increasingly focus on expanding their dealership networks & explore possibilities of tie-ups among themselves to penetrate the growing customer base. They are also likely to pursue innovative measures (such as "dial-a-tyre service and road shows) to improve customer awareness.
The consolidation of the Indian tyre industry is likely to continue in the coming years through mergers among existing players. The industry is likely to expand through a combination of organic and inorganic growth. While organic growth would come from

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raising efficiency levels, inorganic growth would be achieved through alliances and
M&As.
c. Growth of Tyre industries in India
The Indian tyre industry is expected to clock a tonnage growth of 9-10 per cent over the next five years, according to a study by Credit Analysis and Research Limited (CARE), a noted rating firm that offers a wide range of rating and grading services across sectors.
While the truck and buses tyres are set to register a CAGR (compounded annual growth rate) of 8 per cent, the LCV (light
Commercial vehicles) tyres are poised for a CAGR of 14 per cent.
According to the CARE study, the growth in the Indian tyre industry will be fuelled by the expansion plans of the automobile companies, government's focus on development of road infrastructure and sourcing of auto parts by the global Original Equipment
Manufacturers (OEMs).
However, the tyre industry has to grapple with raw material price volatility, rupee appreciation and cheap Chinese imports.
The tyre industry in India recorded a CAGR of 9.69 per cent during 2002-07.
The size of the industry was estimated at Rs 19,000 crore in 2006-07 with a total production of 736 lakh units of tyres.
In 2006-07, the replacement tyres accounted for 53 per cent of the total tyre tonnage offtake, followed by 31 per cent share of OEM and 15 per cent by exports.
Out of the 736 lakh ton of tyres, 54, 49,560 units worth Rs 2,600 crore were exported.
The exports from India posted a CAGR of 13 per cent in unit terms and 18 per cent in value terms between 2002-07.

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The study points out that on the export front, the Indian tyre companies need to explore newer markets as the existing market for bias truck tyre which accounts for about 45 per cent of the total export volume is nearing saturation.
This apart, with rationalization catching up in the foreign markets, the Indian tyre companies need to graduate to radial tyres so as to protect their share in the export market. At present, radicalization of tyres is low in India except for the car tyre market where 95 per cent of the tyres is radicalized while cross ply tyres is preferred in all other categories.
Cross ply tyres are preferred owing to poor road conditions, overloading in trucks, higher cost of radial tyres and poor awareness among the tyre users in the country.
The CARE report observes that though the tyre technology in India has witnessed several developments with continuous innovation, the domestic tyre manufacturers still lag behind their global counterparts in terms of product differentiation.
Global tyre makers offer a wide change of products like tyres with pressure warning systems, run flat tyres, eco-friendly tyres and energy efficient tyres.
d. Various types of Tyre segment
Tyres by Type
The Indian tyre industry produces the complete range of tyres required by the Indian automotive industry, except for aero tyres and some specialised tyres. Domestic manufacturers produce tyres for trucks, buses, passenger cars, jeeps, light trucks, tractors
(front, rear and trailer), animal drawn vehicles, scooters, motorcycles, mopeds, bicycles and off-the-road vehicles and special defence vehicles.
The scenario in India stands in sharp contrast to that in the world tyre market, where car tyres (including light trucks) have the major share (88%) by volume followed by truck

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Tyres (12%). In India, however, passenger car tyres have a mere 17% share of the overall tyre market.
Truck and Bus Tyres
The truck and bus tyre segment accounted for 19% of tyres produced in India in FY2003.
Every truck/bus manufactured generates a demand for seven tyres (six regular and one spare) as against three in the case of two-wheelers and five for passenger cars. In addition, the price of a truck tyre is significantly higher than that of a passenger car tyre
(roughly 10 times) or a motorcycle tyre. Thus the demand multiple emanating from the commercial vehicle segment is highest in value terms.
Given the regular use and heavy wear and tear of truck and bus tyres, the demand from the replacement market in this segment worked out to 68% of the total demand for truck and bus tyres in FY2003; the OEM demand accounted for around 9% the same year. With the Indian manufacturers of cross-ply tyres focusing on the export market, this segment accounts for

around

22%

of

the

demand

for

truck

and

bus

tyres.

Passenger Car Tyres
The passenger car tyre segment accounted for 17% of all tyres produced in India in
FY2003. With passenger car production witnessing a growth of 12% in FY2003 over the previous year, OEM demand accounted for about 33% of the total sales that year. The replacement market accounted for around 63% of the total sales of passenger car tyres in
FY2003. Exports accounted for 4% of the total passenger car tyre demand in FY2003.
With the stock of cars increasing, replacement demand is likely to continue.
Motorcycle Tyres
Motorcycles accounted for 76% of two-wheelers sold in the domestic market in FY2003.
Motorcycle tyres constitute the largest segment of the domestic tyre industry (29% of total tyre demand in FY2003). The replacement market accounted for around 49.8% of the total motorcycle tyres sold in FY 2003, while OEM demand accounted for around
50%.

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Scooter Tyres
Scooters were the dominant segment in the Indian two-wheeler industry till FY1998, accounting for around 42% of domestic two-wheeler sales. However, the introduction of new motorcycle models has seen the share of scooters declining to 19% of domestic twowheeler sales in FY2003. The OEM segment accounted for around 34% of the total sales in the scooter tyre segment in FY2003, with the rest being accounted for by the replacement market.
Tyre Demand by Markets

Vehicle Manufacturers or OEMs
The demand from the OEM segment is a derived one and directly correlated to the level of automotive production. The OEMs demand varies significantly across categories from between 8% for truck and bus tyres to over 50% for some other segments like, jeeps and mopeds. Replacement Market

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The replacement market, including State transport undertakings and Government buying, accounted for around 59% of the total tyre demand in FY2003. The demand in the replacement market depends on the vehicle population, the level of economic activity, life of the products transported, kilometreage per vehicle, the price of the tyres and the quality of the existing road infrastructure. Additionally, the replacement market, which offers better margins, is extremely competitive. The replacement market is dominated by the truck and buses segment, which accounted for 22% of all tyre sales in the replacement market in FY2003.The large size of the replacement in turn is determined by the interplay of various factors as discussed below:
The replacement demand may be lower because of longer replacement intervals and lower business mileage if the economic activity slows down.
•

Replacement demand in India is higher because of a low vehicle scrap page rate.

•

Poor road conditions by lowering the life of tyres, have a positive impact on replacement demand.

•

Stricter enforcement of the MV Act, which seeks to prevent overloading of vehicles, will result in an increase in the life of tyres and thus impact replacement demand negatively.

•

Applying a new tread or "re-treading" can extend the life of the tyre at a significantly lower cost, thereby lowering replacement demand. In India, retreading finds greater acceptance in the commercial segment.

•

Radicalization of tyres is likely to result in lower replacement demand. While car radicalization in the country has reached a level of 65%, truck and bus radicalization stands at just 2-10%. Poor road and support infrastructure as well as traditional vehicle designs act as a barrier to radicalization in the commercial vehicle segment. Radial technology for trucks and buses would help increase operating efficiencies by delivering better mileage and minimizing wear and tear.

According to ATMA, even if only 25% of the truck and bus segment is radicalized, the savings in fuel costs would be around Rs. 7,500 million.

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•

Introduction of tubeless tyres in the passenger car segment is also likely to affect replacement demand adversely

•

Introduction of eco-friendly radial tyres such as hyper-bonding silica technology in the passenger car segment may affect replacement demand adversely.

Exports
In the light of the prevailing domestic market situation, most of the tyre manufacturers have taken to exports to reduce inventory build-ups. In FY2003, Indian tyre exports stood at Rs. 10.8 billion (10% of the total industry) in value terms and 3.1 million in unit terms
(6.5% of total production). Indian companies have currently entered into sourcing agreements (for tyres) with neighboring countries. For instance, Ceat and J K Tyres have sourcing agreements with tyre producers in Sri Lanka and China. This is likely to have a positive impact on tyre exports from India.
Market Players
Some of the major players in the Indian tyre industry are MRF, Ceat, JK Industries,
Apollo Tyres, Bridgestone India, Goodyear India, Falcon Tyres and TVS Srichakra. The tyre industry in India is fairly concentrated, with the sample of eight companies

JK’s Brief Profile
a. About JK
Jk Tyre and Industries is a mega corporate entity that is emblematic of excellence, diversification and pioneering new technologies. A part of JK Organization which ranks among the top private groups private groups in India, Jk Tyre and Industries is committed to self reliance and follows an ethic that views customer satisfaction as an index of achievement. Over the years, the company has expanded and diversified its business portfolio. It has developed into a multi product, multi-location corporate entity comprising of following business divisions:
The advent of JK Organization on the industrial landscape of India almost synchronizes with the beginning of an era of industrial awareness - an endeavor for self reliance and
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the setting up of a dynamic Indian industry. This was way back in the middle of the 19th century. And the rest that followed is history.
CORE VALUES:
JK Organization has been a forerunner in the economic and social advancement of India.
It always aimed at creating job opportunities for a multitude of countrymen and to provide high quality products. It has striven to make India self reliant by pioneering the production of a number of industrial and consumer products, by adopting the latest technology as well as developing its own know-how. It has also undertaken industrial ventures in several other countries.
JK Organization is an association of industrial and commercial companies and charitable trusts. Its member companies, employing nearly 50,000 persons are engaged in the manufacture of a variety of products and in diverse fields of commerce.
Trusts are devoted to promoting industrial, technical and medical research, education, religious values and providing better living and recreational facilities. With the spirit of social consciousness uppermost in mind, J.K. Organization is committed to the cause of human advancement.

1933

First in India to manufacture Calico Prints- Juggilal Kamlapat Cotton
Spinning and Weaving Mills Co. Ltd., Kanpur.

1940

First in India to manufacture steel Bailing Hoops for jute and cotton and to make the country self sufficient by meeting the entire demandJ.K. Iron & Steel Co. Ltd., Kanpur.

1944

First in India to produce Aluminium virgin Metal from Indian BauxiteAluminium Corporation of India Ltd., Jaykaynagar.

1949

First in India to manufacture Engineering files- J.K. Engineers ‘Files,
Bombay.

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1959

First in India to set up a continuous process Rayon Plant.

1960

First to manufacture a Hydraulically Operated Cane Crushing Mill for
Khandsari Sugar Plant and completed 100 ton plant-J.K. Iron & Steel
Co. Ltd., Kanpur.

1961

First in world to set up a plant for production of Hydrosulphite of soda by Sodium Amalgam Process- J.K. Chemicals Ltd., Bombay.

1965

First to produce Sodium Sulphoxylate Formaldehyde (Rangolite C of
Formosul) in India - J.K. Chemicals Ltd., Bombay

1968

First to manufacture TV Sets in India- J.K. Electronics, Kanpur. First to manufacture Metallic Cops for Synthetic Filament yarn industries in
India- Syntex tube works, Kanpur.

1969

First to manufacture Acrylic Fibres- J.K. Synthetics Ltd. Kota
First to develop differentially Dyeable Nylon- J.K. Synthetics Ltd., Kota

1973

First in India to license Synthetic Fibre Technology to third party as well as the first to manufacture Synthetic Fibre Machinery Fibretech
Engineers & Manufacturers, Dadri.

1976

First in India to produce steel belted Radial Tyres for passenger cars, trucks and buses- J.K. Tyre Plant, Kankroli.

1980

First in world to make Steel Belted Radial Tyres for three wheelersJ.K. Tyre Plant, Kankroli.

1984

First in India to produce white cement through dry process- J.K. White cement. Gotan.

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1985

First in India to produce Cathonic Dyeable Polyester Fibre- J.K.
Synthetics Ltd., Kota.
First in India to produce Nylon Tyre Cord based on Spin Draw
Technology- J.K. Synthetics Ltd., Kota.

1989

First in India to produce magnetic tapes with cobalt technology J.K. magnetics, Surajpur.

1991

Banmore Tyre Plant (BTP) set-up with a capacity of 5.7 lacs tyres p.a.

1992

R & D center set-up at HASTERI.

1994

India's first T-Rated tyre launched
Banmore Tyre Plant (BTP) crossed 100 TPD.

1995

Mercedes Benz Launched on JK steel radials
First tyre manufacturer in the world to get ISO 9001

1996

India's first dual contact high traction steel radial- aquasonic launched.
Introduced steel wheels.

1997

Awarded the National Export Award for 96-97.
Vikrant Tyres (VTL) acquired.
India's first H rated tyre launched.
Only Tyre manufacturer to get 'E' Mark certification.
HASETRI became the first research institute in Asia to get ISO 9002.

1998

First tyre manufacturer in the world to get QS 9000.
Awarded CAPEXIL's highest export award for 1997-98.

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1999

Synergy with VTL in procurement, marketing and production flexibility.
Completion of state of the art modernisation of truck radials.
JK Tyres ranked 16th largest Tyre Company in the world.
ISA - 14000 accredition for environment & safety.

2000

JK introduced National Go-Karting Championships.

2001

Recieved CAPEXIL award.
J.K. Industries recieved FOCUS LAC export award for the year 19992000.
Commendation Certificate of CII Exim.
IInd National Go-Karting Championships held.

JK Tyre's No 1 market position
In what is being considered as a landmark decision in the highly competitive Indian tyre industry, the Advertising Standards Council of India (ASCI) has upheld JK Industries
Ltd's claim of being India's No 1 tyre manufacturer in the four-wheeler tyre segment, reaffirming JK's leadership position in the market.
Expressing his happiness over ASCI's judgement, JK Tyre marketing director T K
Banerjee says: ''This is a fabulous example of why all of us need to have faith in bodies like ASCI. We believe that the process of self-regulation in Indian advertising is working for both companies and agencies. We also hope that this would encourage various players to bring superior technology and consumer service standards and claim leadership in a more healthier and competitive manner.''
The case was started when few competitors filed a complaint with ASCI against JK Tyre's print advertisement, in which JK Tyre announced its numero uno position in the fourwheeler tyre segment, quoting production figures compiled by Automotive Tyre
Manufacturer Association and other authentic industry sources.

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But the competitors contradicted the claim, stating the fact that market figures from a company's annual report should be used as authentic data to claim one's leadership, not the production figures.
But ASCI considered the case at the Consumer Complaints Council on 23 May 2002 and upheld JK Tyre's contention that production figures, as compiled by authentic industry sources and used by JK Tyre to claim its leadership, is a valid and applicable comparison platform. Hence, JK Tyre's claim as No 1 tyre manufacturer in India is a perfectly valid and correct statement. This also reflects ASCI's agreement to JK Tyre's viewpoint that figures, as stated in the one's annual report, could actually be misleading and could include revenues from non-tyre-related businesses also.
JK Tyre, pioneers of radial technology in India, is today India's largest manufacturer of tyres in the four-wheel segment, including tyres for trucks and buses, LCVs, passenger cars, jeeps, tractors, ADVs and OTRs. After 25 years of pioneering world-class technologies in India, JK Tyre has recently launched the country's first eco-friendly coloured tyres as well as steel-belted tractor rear radials.

b. Mission & Vision
Vision:

To be amongst the most admire companies in India committed to be excellence.
Mission:

a. Be a customer obsessed company
b. No.1 Tyre brand in India
c. Deliver enhanced value at all stakeholders
d. Most profitable Tyre Company in India
e. Enhance global presence through acquisition
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f. Motivated and committed team development for high performance organization
c. Marketing Strategy
Strategic thinking is key to the evolution of successful marketing strategies of JK tyre.
This involves the following analyses:
i. Understanding markets: Strategic perspective of the market requires skilful analysis of the trend and how they affect the market size and demand for the firm’s product. ii. Finding market niches: Price, service, convenience and technology are some of the niches in Indian market. iii. Product and service planning: Analysis of the customer’s promotion of the brand, both of the firm and competitors, besides an analysis of the situation in which the customer uses the product. iv. Distribution: Structural changes in inventory management, mobile distribution are some of the key factors that are going to affect the distribution process in the Indian market. v. Managing for result: With pressure on costs, prices, and margins, marketers will have to make effective utilization of every rupee spent in marketing.

Market opportunity of JK:
Identification of market opportunity is critical before the management of affirm takes a decision to launch or diversify in any product area. This involves analysis of the following:  Size of the market
 Marketing strategies and the extent and quality of services rendered by other firm in the industry.
 Market programmed required to satisfy market wants
 Identification of key success factors in an industry and linking them to a firm’s strengths and weakness
Market opportunity
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a. Size of the market
b. How well the market is served
c. Prospective inches
d. Marketing mix required to succeed
e. Core competencies required

Market segment analysis

Industry analysis Competition analysis Demand
Condition
s

Trade analysis Market opportunity
Size of the market
How well the market is served
Prospective inches
Marketing mix required to succeed
Core competencies required
Framework of market opportunity analysis

Size of the market:
Sizes of the market are....
I. Demand analysis: is the core aspect of market opportunity.
II. Segmentation analysis: is the process of dividing the market into homogeneous sub units. III. Industry analysis:

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Entry Barriers: High
The entry barriers are high for the tyre industry. It is a highly capital intensive industry. A plant with an annual capacity of
1.5 million cross-ply tyres costs between Rs.
4,000 and Rs. 5,000 million. A similiar plant producing radial tyres costs Rs. 8,000 million. Bargaining Power of the
Suppliers: High

Bargaining Power of the
Buyers: High

Inter Firm Rivalry: Low The tyre industry in India is fairly concentrated, with the top eight companies accounting for more than 80% of the total production of tyres

The OEMs have total control over prices. In fact, the
OEMs faced with declining profitability have also reduced the number of component suppliers to make the supply chain more efficient. The tyre industry consumes nearly 50% of the natural rubber produced in the country. The price of natural rubber is controlled by Rubber
Control Board and the domestic prices of natural rubber have registered a significant increase in recent times. Threat of Substitutes: Low but Increasing
During the FY2002, over 1,10,000 passenger car tyres were imported. This constitutes over
2% of total radial passenger car tyre production in the country. However, with the reduction of peak custom duty, the import of tyres is likely to increase.

Industry Analysis - Porter's Model iv. Competitor analysis: analysis of competition how well the market is served.

Marketing mix:
A Marketing mix is the division of groups to make a particular product, by pricing, product, branding, place, and quality. Although some marketers[who?] have added other P's, such as personnel and packaging, the fundamentals of marketing typically identifies the four P's of the marketing mix as referring to:
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1. Product
2. Price
3. Promotion
4. Place

Product
A tangible object or an intangible service that is mass produced or manufactured on a large scale with a specific volume of units. Intangible products are often service based like the tourism industry & the hotel industry. Typical examples of a mass produced tangible object are the tyre. A less obvious but ubiquitous mass produced service is a computer operating system.
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Product range:
BIAS
SIZE

RIB

TYPE

9.00-2014PR
JET RIB
9.00-2016PR
JET RIB
JET RIB

10.00-2016PR

JET MILES
9.00-2014PR
TRACK TUF
SEMI
LUG

9.00-2016PR
TRACK TUF
10.00-2016PR
TRACK TUF

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NORMAL LOAD

8.25-2014PR

JET TRACK

9.00-2014PR
9.00-2016PR
10.00-2016PR

JET TRACK
JET KING

11.00-2016PR

JET KING

12.00-2016PR

LUG

JET TRACK

JET KING

MODERATE

8.25-2014PR

JET TRACK

9.00-2014PR

JET TRACK

9.00-2016PR

JET TRACK

10.00-2016PR

JET CLASSIC

HEAVY

10.00-2016PR

TRACK 39 & DX

10.00-2016PR

TRACK 39 DX

SUPER HEAVY

RADIAL
SIZE

9.00-2016PR

JET STEEL-JDC
JET STEEL-JDC
JET WAY JUC

10.00R2016PR

JET WAY JUC

11.00R2016PR

JET WAY JUC

9.00R2014/16PR
RIB

10.00-2016PR

09.00-2016PR
SEMI
LUG

JET STEEL-JDH

11.00-2016PR

LUG

TYPE

JET WAY JUC

10.00R2016PR

JET WAY JBR

11.00R2016PR

JET WAY JUH

12.00R2018PR

JET WAY JUH

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Price
The price is the amount a customer pays for the product. It is determined by a number of factors including market share, competition, material costs, product identity and the customer's perceived value of the product. The business may increase or decrease the price of product if other stores have the same product.
Place
Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the
Internet.
Promotion
Promotion represents all of the communications that a marketer may use in the marketplace. Promotion has four distinct elements - advertising, public relations, word of mouth and point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film promotion. Advertising covers any communication that is paid for, from television and cinema commercials, radio and
Internet adverts through print media and billboards. One of the most notable means of promotion today is the Promotional Product, as in useful items distributed to targeted audiences with no obligation attached. This category has grown each year for the past decade while most other forms have suffered. It is the only form of advertising that targets all five senses and has the recipient thanking the giver. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, conferences, seminars or trade fairs and events. Word of mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations.
Broadly defined, optimizing the marketing mix is the primary responsibility of marketing. By offering the product with the right combination of the four Ps marketers can improve their results and marketing effectiveness. Making small changes in the marketing mix is typically considered to be a tactical change. Making large changes in
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any of the four Ps can be considered strategic. For example, a large change in the price, say from $19.00 to $39.00 would be considered a strategic change in the position of the product. However a change of $131 to $130.99 would be considered a tactical change, potentially related to a promotional offer.
The term "Marketing Mix" however, does not imply that the 4P elements represent options. They are not trade-offs but are fundamental marketing issues that always need to be addressed. They are the fundamental actions that marketing requires whether determined explicitly or by default.
d. SWOT Analysis
STRENGTHS
•

Strong brand image

•

•

Being quality oriented rather than quantity

Very large distribution channel oriented
•

•

Reasonable price

Large product width & line (product mix)

•

Effective employee in JK

• Economies of scale due to optimum capacity utilization
• Collaboration with Vikrant, know for their technological superiority bringing together performance, economy, durability and comfort.
• Strong financial positions
WEAKNESSES
•

Less Brand Awareness

• Less concern about small car segment
OPPORTUNITIES
•

A burgeoning work force and growing middle class population

•

High growth potential for its exports as demand for JK tyre in Europe increasing. Ambedkar Institute of Management Studies

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•

Indian customers are mainly value buyers demanding a better overall package.
JK is poised in a better position than other players in the market to capitalise on this opportunity

THREATS
•

Entry of new players with newer and better technologies in the small car tyre segment •

So many close competitors like Appolo, Birla, Ceat, Modi, Kaizen etc.

e. Organizational structure of JK Tyre

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 Objectives of the study 

Need

for

the

study
 Limitation of the study  Research
Methodology of the study

Objectives of the study


To find out market share of JK Tyres.



To understand the marketing strategy of JK Tyres.

 To focus on the Marketing mix of JK tyre
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

To evaluate the limitations of JK tyre.



To analyze the customer’s needs regarding the product and policies formulated by the company.



To find out the brand image of JK tyre

Need for the study
Management is like a coin having two sides. One is the theoretical part and second is the practical part. In the theoretical part of management we learn in our classroom from the lectures, seminars, group discussions that are arranged from time to time.
To know the practical aspect of management a practical training is provided to the students. The main idea behind practical training is to bring the management students face to face with the actual environment of practical management so that he/ she will be able to apply theory to practical situation before finally moving into the professional world to show the efficiency and capability.
The project study focused on “JK tyre” as a product and the subject is to understand the mind set of different customers about the product. Being a student of marketing management, the inquisitiveness to peep on practical side of consumer perception promoted in study.
In this study efforts have been made to prepare the report as realistic as possible.

Limitation of the study
The project surfers from the following limitations due to the inherent and restrictive nature of the study undertaken:

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•

Due to constraints of time, money and other resources applicable to this study. •

This study is confined to only a few specified areas of and is not comprehensive study of the customers of JK tyre all over Kolkata and
North 24 Pgs.

•

This study is restricted only to sample space chosen for the study.

•

The areas covered under the surveys are: Dunlop, Agarpara, Chiriamore,
Panihati, Titagarh, Khardah,

Research Methodology of the study
SAMPLE SIZE: 500 trucks
METHOD OF COLLECTION: MARKET SURVEY
DATA TYPE:
For the above study both type of data were used such as primary data and secondary data.
For primary data different areas of Kolkata were being visited and for the secondary data internet & reference books have been used.
•

Collecting data from market through Fitment survey of Trucks on road.

•

Working on the data.

•

Graphical representation of results.

•

Analyzing the graph and driving further enquiries.

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Data analysis & Interpretation

Exhibit-3.1
Table showing market share in RIB & SEMI LUG tyre
Table-3.1
NAME

NO. OF RIB & SEMI
LUG TYRES

% IN TOTAL RIB &
SEMI LUG TYRES

% IN TOTAL TYRES

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APOLLO
BIRLA
CEAT
J.K.
MRF
GOOD YEAR
OTHERS

463
122
185
415
206
20
15

32.47%
8.56%
12.97%
29.10%
14.45%
1.40%
1.05%

13.24%
3.49%
5.29%
11.87%
5.89%
0.57%
0.43%

TOTAL

1426

100.00%

40.79%

Fig-3.1(a)

Fig-3.1(b)

MKT SHARE IN RIB & SEMI LUG TYRES(%)

MKT. SHARE OF RIB & SEMI
LUG TYRES

35.00%

% OF TOTAL MKT SHARE

30.00%
APOLLO

25.00%

BIRLA

APOLLO

CEAT

20.00%

J.K.

CEAT

GOOD YEAR

10.00%

BIRLA

MRF

15.00%

J.K.

OTHERS

MRF

5.00%

GOOD YEAR
0.00%

OTHERS

1
COMPANIES

Interpretation: From the above table it is shown that

in Rib and Semi lug tyre

segment Appolo is the market leader with 32.47%, followed by JK with 29.10% market share, MRF with 14.45%, CEAT with 12.97%, Birla with 8.56%, Good Year with 1.40% and others with1.05% of market shar.

Exhibit-3.2

Table showing Market share in LUG tyre
Table-3.2
NAME
APOLLO
BIRLA

NO. OF LUG
TYRES
493
164

% IN TOTAL LUG
TYRES
23.82%
7.92%

% IN TOTAL TYRES

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14.10%
4.69%

34

CEAT
J.K.
MRF
GOOD YEAR
OTHERS
TOTAL

435
588
215
110
65
2070

21.01%
28.41%
10.39%
5.31%
3.14%
100.00%

Fig-3.2(a)

12.44%
16.82%
6.15%
3.15%
1.86%
59.21%

Fig-3.2(b)

MKT SHARE IN LUG TYRES(%)

MKT.SHARE OF LUG TYRES IN %

% OF TOTAL MKT SHARE TYRES

30.00%
25.00%
APOLLO
BIRLA

APOLLO

CEAT

20.00%

BIRLA

J.K.

15.00%

CEAT

MRF
GOOD YEAR

J.K.

OTHERS

10.00%

MRF

5.00%

GOOD YEAR
OTHERS

0.00%
1
COMPANIES

Interpretation: From the above table it is shown that in lug tyre segment JK is the market leader with 28.41% followed by Appolo with 23.82%,CEAT 21.01%, MRF with
10.39%,Birla with 7.92%, Good Year with 5.31%,and others with1.86%

Exhibit-3.2

Table showing Total market share
Table-3.3
NAME

TOTAL NO OF TYRES

% IN TOTAL

APOLLO
BIRLA

956
286

27.35%
8.18%

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CEAT
J.K.
MRF
GOOD YEAR
OTHERS
TOTAL

620
1003
421
130
80
3496

17.73%
28.69%
12.04%
3.72%
2.29%
100.00%

Fig-3.3(a)

Fig-3.3(b)

TOTAL MKT SHARE(%)

TOTAL MKT. SHARE OF TYRES IN %

% OF TOTAL MKT SHARE

35.00%
30.00%
APOLLO

25.00%

BIRLA

APOLLO

CEAT

20.00%

BIRLA

J.K.
15.00%

MRF

CEAT

GOOD YEAR

J.K.

OTHERS

10.00%

MRF

5.00%

GOOD YEAR
OTHERS

0.00%
1
COMPANIES

From the above table it is shown that in lug tyre segment JK is the market leader with
28.69% followed by Appolo 27.35% ,Ceat with 17.73% MRF with 12.04%, Birla with
8.18%, Good Year with 3.27% and others are 2.29%.

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 Findings
 Suggestions

Findings
After taking the feedback of more than 100 customers the study reveals that customers are fond of different brands in different areas. Like, in Gouripur area almost 70% of customers prefer BIRLA tyres (especially SAMSON), in Panihati areas customers prefer
JK tyres, where in Dunlop people prefer JK & APOLLO. Not only different choices but also having different experience on different brands. It is found that many customers
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prefer JK’s guaranteed tyres such as “JET TRAK 39” and economy class rib tyre
“VIKRANT TRACK KING” for its milage & reliability but it is also true that many other brands such as “JET MILES”, “JET PACE”, “JET SUPER LUG” do not have a strong place in customers mind. The study shows that JK’s strong contender is APOLLO who’s quality was appreciated by many. APOLLO’s “XT-7” & “LOAD STAR SUPER” are very much preferred. In guaranteed tyres BIRLA’s “SAMSON” is the main contender of JK.
Incase of normal loaded trucks customers mostly rely on CEAT but in over load
APOLLO & JK are reliable. Certainly MRF has not a good reputation at all.
1. JK is the market leader followed by APOLLO.
2. VIKRANT TRACK KING of JK is most used/preferred tyre overall.
3.

In economy segment JK has Strong hold but premium segment is dominated by
APOLLO.

4. JK Tyre is having edge breaking problem
Suggestion
1. JK Tyre is doing well in rib segment but they are based in only on one brand
“Vikrant”. So JK should try to aware to increase the awareness of other brands.
2. “Price-Quality relationship” needs to improve in premium rib and lug tyre segment. 3. Keep eye to reduce the cost of manufacturing. So price will further reduced and competition will increased.
4. The company should look after its tread erosion/breaking problem.

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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

Consumer Buying Behaviour
Consumer buying behavior is influenced by the culture and subculture. Habits, likes and dislikes of the people belonging to a particular culture or subculture can affect the marketing efforts of a firm to a great extent. The social class to which the individual belongs tells about the type of products the individual prefers. Other factors that influence the buying behavior are social factors like reference group and family, personal factors like the age, life cycle and occupation, and psychological factors like motivation, perception and attitudes of the customers.
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Buying roles and buying decision constitute consumer’s decision-making behavior. A customer can adapt various buying roles like initiator, influencer, decider, buyer, preparer, maintainer and disposer in purchasing and using the products. Buying behavior helps marketers learn the intensity and degree of involvement of customers in purchasing the products. Customer buying behavior is broadly classified into three types. Extensive problem solving buying behavior is exhibited when a customer buys high involvement, expensive and less frequently purchased products. Consumers are involved in routine problem solving decision-making process, when they purchase routinely purchased, low cost products. Variety seeking behavior is seen when customers purchase lowinvolvement

products.

Customers usually go through five stages in arriving at a purchase decision, though it might not be so in all the cases. In the first stage, the customer identifies an unsatisfied need in him. In the second stage, customers collect the information about the product and available brands through personal sources, commercial sources, public sources or experiential sources. In the third stage, the customers evaluate all the alternatives with the help of available information. In the fourth stage, the customer makes a purchase decision. And finally in the fifth stage, he experiences post purchase satisfaction or dissatisfaction. Post purchase usage and disposal of the product is also of equal importance to the marketer, as it can save cost and time of producing as well as help in protecting the environmental equilibrium.
Factors influencing the behaviour of buyers.
Consumer behaviour is affected by many uncontrollable factors. Just think, what influences you before you buy a product or service? Your friends, your upbringing, your culture, the media, a role model or influences from certain groups?
Culture is one factor that influences behaviour. Simply culture is defined as our attitudes and beliefs. But how are these attitudes and beliefs developed? As an individual growing up, a child is influenced by their parents, brothers, sister and other family member who

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may teach them what is wrong or right. They learn about their religion and culture, which helps them develop these opinions, attitudes and beliefs (AIO). These factors will influence their purchase behaviour however other factors like groups of friends, or people they look up to may influence their choices of purchasing a particular product or service.
Reference groups are particular groups of people some people may look up towards to that have an impact on consumer behaviour. So they can be simply a band like the Spice
Girls or your immediate family members. Opinion leaders are those people that you look up to because your respect their views and judgments and these views may influence consumer decisions. So it maybe a friend who works with the IT trade who may influence your decision on what computer to buy. The economical environment also has an impact on consumer behaviour; do consumers have a secure job and a regular income to spend on goods? Marketing and advertising obviously influence consumers in trying to evoke them to purchase a particular product or service.
People’s social status will also impact their behaviour. What is their role within society?
Are they Actors? Doctors? Office worker? And mothers and fathers also? Clearly being parents affects your buying habits depending on the age of the children, the type of job may mean you need to purchase formal clothes; the income which is earned has an impact. The lifestyle of someone who earns £250000 would clearly be different from someone who earns £25000. Also characters have an influence on buying decision.
Whether the person is extrovert (out going and spends on entertainment) or introvert
(keeps to themselves and purchases via online or mail order) again has an impact on the types of purchases made.

Types of buying behaviour.
There are four typical types of buying behaviour based on the type of products that intends to be purchased. Complex buying behaviour is where the individual purchases a high value brand and seeks a lot of information before the purchase is made. Habitual buying behaviour is where the individual buys a product out of habit e.g. a daily newspaper, sugar or salt. Variety seeking buying behaviour is where the individual likes to shop around and experiment with different products. So an individual may shop around
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for different breakfast cereals because he/she wants variety in the mornings! Dissonance reducing buying behaviour is when buyer are highly involved with the purchase of the product, because the purchase is expensive or infrequent. There is little difference between existing brands an example would be buying a diamond ring, there is perceived little difference between existing diamond brand manufacturers.
How do customers buy?
Research suggests that customers go through a five-stage decision-making process in any purchase. This is summarized in the diagram below:

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This model is important for anyone making marketing decisions. It forces the marketer to consider the whole buying process rather than just the purchase decision (when it may be too late for a business to influence the choice!)
The model implies that customers pass through all stages in every purchase. However, in more routine purchases, customers often skip or reverse some of the stages.
For example, a student buying a favourite hamburger would recognize the need (hunger) and go right to the purchase decision, skipping information search and evaluation.
However, the model is very useful when it comes to understanding any purchase that requires some thought and deliberation.
The buying process starts with need recognition. At this stage, the buyer recognizes a problem or need (e.g. I am hungry, we need a new sofa, I have a headache) or responds to a marketing stimulus (e.g. you pass Starbucks and are attracted by the aroma of coffee and chocolate muffins).
An “aroused” customer then needs to decide how much information (if any) is required.
If the need is strong and there is a product or service that meets the need close to hand, then a purchase decision is likely to be made there and then. If not, then the process of information search begins.
A customer can obtain information from several sources:
•

Personal sources: family, friends, neighbors etc

•

Commercial sources: advertising; salespeople; retailers; dealers; packaging; pointof-sale displays

•

Public sources: newspapers, radio, television, consumer organizations; specialist magazines •

Experiential sources: handling, examining, using the product

The usefulness and influence of these sources of information will vary by product and by customer. Research suggests that customer’s value and respect personal sources more than commercial sources (the influence of “word of mouth”). The challenge for the
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marketing team is to identify which information sources are most influential in their target markets. In the evaluation stage, the customer must choose between the alternative brands, products
Post-purchase evaluation - Cognitive Dissonance
The final stage is the post-purchase evaluation of the decision. It is common for customers to experience concerns after making a purchase decision. This arises from a concept that is known as “cognitive dissonance”. The customer, having bought a product, may feel that an alternative would have been preferable. In these circumstances that customer will not repurchase immediately, but is likely to switch brands next time.
To manage the post-purchase stage, it is the job of the marketing team to persuade the potential customer that the product will satisfy his or her needs. Then after having made a purchase, the customer should be encouraged that he or she has made the right decision.

Indian consumer profile
 Indian consumers are knowledgeable.
 They are tech savvy.
 Indian consumers are literate.
 Most of the Indian are middle class.
 Standard of living improved.
 Rational and think in a linear manner.
 They can explain their thought and behaviour.
 Think in words.

OBJECTIVE
•

The objective of the project was solely to evaluate preference level of JK tyre among the minds of customers in respect of certain important factors like goodwill, acceptance, satisfaction etc.

•

To assess the consumer perception

•

To understand the factors this motivates the customers for buying.
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•

To understand the satisfaction level of the customers.

Limitation of the study
 The sample size of 100 respondents was too small for generalization.
 The survey was restricted only to Kolkata.
 The duration of the study is only 45 days, due to the reason the study may not give full fledged information to the Media Planning Group.
 Some of the respondents were reluctant to give the right information.

Methodology of the study
TYPE OF STUDY:
Study is partly descriptive and partly exploratory. It is deceptive as it is concerned with the descriptions of the variables in the problem model, i.e. what variables or factors constitute customer satisfaction, and what additional variables or factors could be included, to constitute an acceptable the present customer satisfaction package or to increase the degree of satisfaction of the customers from delight to “ecstasy”. It is exploratory as it is concerned with exploring and discovering the satisfaction levels and the reasons for dissatisfaction, if any in general.
DATA COLLECTION METHOD:
PRIMARY DATA:

The primary data is collected through survey research by conducting personal interviews with the customers.
RESEARCH TOOLS:

The customers are administered a carefully prepared, well thought out and structured questionnaire, which consists of open- ended but mostly be close questions, which includes multiple choice questions, Dichotomous questions.
SAMPLING DESIGN:

The sample size is 100.
Sampling areas: Kolkata
SECONDARY DATA:

The data has been collected from various Magazines, Books and company Websites.
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Data analysis & interpretation

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EXHIBIT-2.1(a)

Table showing Brand preference for front wheel as per respondents Table-2.1(a)
Brand

No. Of Respondents

Per Cent

JK

31

31%

APPOLO

28

28%

MRF

8

8%

BIRLA

23

23%

OTHERS

10

10%

TOTAL

100

100%

Source- Primary data
Fig-2.1(a)
Brand preference for front w heel

10%
31%
JK
23%

APPOLO
MRF
BIRLA
OTHERS
8%
28%

Interpretation: From the above table it is shown that majority of the respondents [31] prefer JK tyer for front wheel because of smooth driving. 28% of respondents prefer
Appolo tyre for better mileage. 8% of respondents prefer MRF tyre for quick service.
23% of the respondents prefer Birla tyre for better claim policy. 10% of the respondents prefer other brands.

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EXHIBIT-2.1(b)

Table showing Brand preference for rear wheel as per respondents Table-2.1(b)
Brand

No. Of Respondents

Per Cent

JK

28

28%

APPOLO

18

18%

MRF

10

10%

BIRLA

27

27%

OTHERS

17

17%

TOTAL

100

100%

Source- Primary data

Fig-2.1(b)
Brand preference for rear w heel

17%

28%

JK
APPOLO
MRF
BIRLA

27%
10%

18%

OTHERS

Interpretation: From the above table it is shown that majority of the respondents [28%] prefer JK tyer for rear wheel because of smooth driving. 18% of respondents prefer
Appolo tyre for better mileage.10% of respondents prefer MRF tyre for quick service.
27% of the respondents prefer Birla tyre for better claim policy. 17% of the respondents prefer other brands.

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EXHIBIT-2.2

Table showing Best brand as per respondents
Table-2.2
Brand

No. Of Respondents

Per Cent

JK

29

29%

APPOLO

27

27%

MRF

5

5%

BIRLA

27

27%

OTHERS

12

12%

TOTAL

100

100%

Source- Primary data
Fig-2.2
Best brand as per respondents

12%

29%

JK
APPOLO
M RF

27%

BIRLA
OTHERS

5%

27%

Interpretation: From the above table it is shown that majority of the respondents [29%] prefer JK tyer because of smooth driving, better quality and reasonable price, etc. 27% of respondents prefer Appolo tyre for better mileage, good appearance.5% of respondents prefer MRF tyre for quick service, flexibility. 27% of the respondents prefer
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EXHIBIT-2.3

Table showing Reason behind the selected brand as per respondents Table-2.3
Particular

No. Of Respondents

Per Cent

QUALITY

29

29%

PRICE

23

23%

CARRYING
CAPACITY

27

27%

DURABLITY

21

21%

TOTAL

100

100%

Source- Primary data
Fig-2.3
Reason behind selected brand as per respondents

21%

29%

QUALITY
PRICE
CARRING CAPICITY

27%

23%

DURABLITY

Interpretation: From the above table it is shown that 29% of the respondents prefer the brand for better quality, 27% of the respondents prefer the brands for better carrying capacity, 23% of the respondents prefer the brand for price and 21% of the respondents prefer for durability.

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EXHIBIT-2.4

Table showing Qualities of selected brand as per respondents
Table-2.4
Particular

No. Of Respondents

Per Cent

SERVICE

24

24%

LESS EROSION

16

16%

CLAIM

31

31%

MILEAGE

19

19%

OTHERS

10

10%

TOTAL

100

100%

Source- Primary data

Fig-2.4
Quality of selected brand as per respondents

10%
24%
SERVICE

19%

LESSEROSION
CLIAM
MILLAGE
16%

OTHERS

31%

Interpretation: 31% of the respondents prefer the brand for better claim, 24% of the respondents prefer the brand for better service, 19% of the respondents prefer the brand for better mileage, 16% of the respondents prefer the brand for less erosion and 10% of the respondents prefer the brand for other reason.

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EXHIBIT-2.5

Table showing Best claim policy of selected brand as per respondents Table-2.5
Brand

No. Of Respondents

Per Cent

JK

19

19%

APPOLO

30

30%

MRF

17

17%

BIRLA

23

23%

OTHERS

11

11%

TOTAL

100

100%

Source- Primary data
Fig-2.5
Best claim policy of selected brand as per respondents

11%

19%

JK
APPOLO

23%

MRF
BIRLA
30%

OTHERS

17%

Interpretation: From the above table it is shown that 30% of the respondents prefer
Appolo for better claim policy, 23% of the respondents prefer Birla, 19% of the respondents prefer JK tyre, 17% of the respondents prefer MRF and 11% of the respondents prefer other brands for better claim policy.

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EXHIBIT-2.6

Table showing Best claim policies of JK as per respondents
Table-2.6
Particular

No. Of Respondents

Per Cent

QUICK

19

19%

MORE FACILITY

20

20%

RELIABLE

17

17%

NO PENDING

21

21%

GURANTEE

23

23%

TOTAL

100

100%

Source- Primary data
Fig-2.6
Best claim policy as per respondents

19%

23%

QUICK
MORE FACILITY
RELIABLE
20%

21%
17%

NO PENDING
GURANTEE

Interpretation: From the above table it is shown that 23% of the respondents prefer JK’s guarantee policy, 21% of the respondents prefer no pending policy, 20% of the respondents prefer more facility, 19% of the respondents prefer quick policy, 17% of the respondents prefer more reliable policy.

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EXHIBIT-2.7(a)

Table showing Brand preferred for heavy load capacity
Table-2.7(a)
Brand

No. Of Respondents

Per Cent

JK

26

26%

APPOLO

18

18%

MRF

7

7%

BIRLA

29

29%

OTHERS

20

20%

TOTAL

100

100%

Source- Primary data
Fig-2.7(a)
Brand prefered for heavy load capacity

20%

26%

JK
APPOLO
MRF
BIRLA

29%

18%

OTHERS

7%

Interpretation: From the above table it is shown that 29% of the respondents prefer
Birla for heavy load capacity, 26%of the respondents prefer JK, 20% of the respondents prefer other brand, 18% of the respondents prefer Appolo tyre and 7% of the respondents prefer MRF tyre for heavy load capacity.

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EXHIBIT-2.7(b)

Table showing Brand preference for medium load capacity
Table-2.7(b)
Brand

No. Of Respondents

Per Cent

JK

27

27%

APPOLO

26

26%

MRF

8

8%

BIRLA

14

14%

OTHERS

25

25%

TOTAL

100

100%

Source- Primary data
Fig-2.7(b)
Brand prefered for m edium load capacity

25%

27%

JK
APPOLO
MRF
BIRLA

14%
8%

26%

OTHERS

Interpretation: From the above table it is shown that 27% of the respondents prefer JK tyre for medium load capacity, 26% of the respondents prefer Appolo tyre, 25% of the respondents prefer other brand, 14% of the respondents prefer Birla and 8% of the respondents prefer MRF for medium load capacity.

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EXHIBIT-2.7(c)

Table showing Brand preference for normal load capacity
Table-2.7(c)
Brand

No. Of Respondents

Per Cent

JK

24

24%

APPOLO

23

23%

MRF

10

10%

BIRLA

23

23%

OTHERS

20

20%

TOTAL

100

100%

Source- Primary data

Fig-2.7(c)
Brand prefered for norm al load capacity

20%

24%

JK
APPOLO
MRF
BIRLA

23%

23%

OTHERS

10%

Interpretation: From the above table it is shown that 24% of the respondents prefer JK tyre for normal load capacity, both 23% of the respondents prefer Appolo and Birla, 20% of the respondents prefer other brand and 10% of the respondents prefer MRF for normal load capacity.

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EXHIBIT-2.8

Table showing Motivating factors behind the level of satisfaction Table-2.8
Particular

No. Of Respondents

Per Cent

HANDLING

13

13%

APPEARANCE

28

28%

TRACTION

16

16%

RIDE

16

16%

DURABILITY

27

27%

TOTAL

100

100%

Source- Primary data

Fig-2.8
Factors affecting behind the level of satisfaction as per respondents 13%

27%

HANDLING
APPEARANCE
TRACTION
28%

16%
16%

RIDE
DURABILITY

Interpretation: From the above table it is shown that 28% of the respondents are satisfied with the appearance of the tyre, 27% of the respondents are satisfied with the durability of the tyre, both 16% of the respondents are satisfied with the traction and ride of the tyre and 13% of the respondents are satisfied with the handling capacity of the tyre. Ambedkar Institute of Management Studies

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Findings
Suggestions
Conclusion

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Findings
1. Customers are loyal to different brands in different areas.
2. In claim policy JK Tyre beat others by mile.
3. Durability of JK Tyre is satisfactory

Suggestions
1. Some customers are not satisfied with the claim policies as it is not properly clear to the customers why the claim has been rejected.
2. Today more people prefer guaranteed tyres like “JET TRAK 39”, “BIRLA
SAMSON” so JK can modify its guaranty policy to attract more customers.
3. Need to increase relationship with customers

Conclusion
JK is one of the best Tyre manufacturing companies in India. Where the improvement is required is the relationship with its potential customer. Also in some segment JK has not any strong hold compare to APOLLO, CEAT,
BIRLA and others. So it can further increase its market share through customer relationship program and brand awareness strategy.

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BIBLIOGRAPHY
Marketing management, Rajan Saxsena
Marketing management, Philip Kittler www.indiacar.net www.jktyre.com www.businessstandard.com Ambedkar Institute of Management Studies

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