A PROJECT REPORT ON

MARKETING STRATEGIES OF MANGENESE ORE (INDIA) LTD. MOIL

Submitted in partial fulfillment of the requirement for the degree of MASTER OF BUSINESS ADMINISTRATION (MBA)

Rashtrasant Tukdoji Maharaj Nagpur university,

NAGPUR Submitted by, Mineshwar B. Sahu (MBA IV) LOKMANAYA TILAK INSTITUTE OF MANAGEMENT STUDY AND RESEARCH, NAGPUR (SESSION 2008- 2010) Guided by Prof. Kartik Uttarwar

LOKMANYA TILAK INSTITUTE OF MANAGEMENT STUDY & RESEARCH, NAGPUR

Certificate
This is certify that the project report entitled MARKETING STRATEGY OF MOIL submitted by MINESHWAR B. SAHU as partial fulfillment of Master of Business Administration(MBA) of Rashtrasant Tukdoji Maharaj Nagpur University, Nagpur for the academic session 2008-2010.

Guided by, Prof. Kartik Uttarwar

Principle Dr. Vijay Ainchwar

(LTIMSR)

Date: Place: Nagpur

DECLARATION
I, Mr. Mineshwar Sahu hereby declare that this project record of authentic work
carried out by me during the period from 15/06/2009 to 30/07/2009 and has not been submitted earlier to any University or Institute for the award of any degree/diploma etc.

Place: Date:

Mineshwar Sahu
(MBA IV SEM)

ACKNOWLEDGMENT
3

This report describes my first exposure to an company. With deep satisfaction and immense pleasure I am presenting this report on Study of Import Export Policy of Unigroup Worldwide UTS Logistic Nagpur At. UTS Logistic, B. R. SHASTARY , NAGPUR Undertaken as a Summer Trainee with Logistic Department. It is my proud privilege that I have got an opportunity to work with an esteemed organization like UTS Logistic Company. Its contributing working environment and culture enabled my learning. First and foremost, I express my deep felt gratitude to Mr. RAKESH SAHU Sir, (BRANCH COORDINATOR) for giving me an opportunity to work on this project in his department. His valuable suggestion helped me to compile and prepare this report. Secondly, I would like to offer my sincere thanks to Prof. Anand muley, Prof. Kartik uttarwar for their constant guidance at all stages of my work. Under them I explored the knowledge regarding organizational behavior, variety of products, manufacturing process, competitors, future potential customers, contractors & manufacturers of projects and various sectors related to my project. They taught me how to work hard and play harder. Their contribution can never be quantified because of immense practical knowledge that they have imparted. Last but not the least, a special thanks goes to all other staff who have lend a helping hand in every step that I took for analysis. The culture of MOIL changes a person on philosophical, psychological and analytical levels. I came out of MOIL a better person because of the learning that I have gathered from these precious guides. Besides the above mentioned, many officials of MOIL have been very cooperative and helping. Without their encouragement and constant guidance I could not have finished this project. In spite of their busy schedules, they were always there to meet and talk about my ideas, my views, and my queries. It has been most pleasurable working at MOIL.

TABLE OF CONTENTS.
Sr. No. 1. 2. 3. 4. 5. 6. 7. Title EXCUTIVE SUMMARY OF PROJECT COMPANY PROFILE SCOPE OF PROJECT HYPOTHESIS RESEARCH METHODOLOGY DATA INTERPRETATON SUGGESTION & RECOMMANDATION 8. 9. 10. 11. CONCLUSION LIMITATION BIBLIOGRAPHY ANNEXURE 41 43 45 47 Page no.

1 5 21 23 25 30 38

Chapter- 1
EXECUTIVE SUMMARY

EXECUTIVE SUMMARY
It gives me immense pleasure to present this report on Manganese ore India Limited. (MOIL), Katol Road, Nagpur.
6

This report addresses the various issues, which would help the organization to know the expectations of customers of Manganese ore India Limited. About the promotion of the products discovering what factors would lead to long term customer awareness. This report is submitted as a part of course curriculum to Lokmanya Tilak Institute of Management Studies and Research, Nagpur This report is written in an easy and comprehendible language using a systematic methodology. I have ensured my best to cover all the aspects related to this topic and make the report purposeful. The project was basically a Market Research Project where we got an opportunity to apply our theoretical concepts in the project that helped us in better understanding the same. Any Market Research Methodology consists of the following 8 steps: Setting up of objectives. Research Design Formulation. To determine the source of data (primary and secondary). To determine data collection method. To determine the sample size. To organize and conduct field- work. Data analysis. Report Preparation.

Organization

Chairman-cum-Managing Director

Director (Commercial)

Director (Prod. & Plang.)

GM (Materials)

GM (Production) Sr.DGM (Mech.) Sr.DGM (Process) Sr.DGM (Pl.& Env.)

Sr.DGM (Safety & Trg.)

DGM (Mktg.)

DGM (Civil)

DGM (Elect.)

Chapter- 2 Company profile

10

COMPANY PROFILE

MANGANESE ORE (INDIA) LIMITED

Manganese Ore (India) Limited (MOIL) a Miniratna PSU was originally set up in the year 1896 as Central Province Prospecting Syndicate which was later renamed as Central Provinces Manganese Ore Company Limited (CPMO), a British Company incorporated in the UK. In 1962, as a result of an agreement between the Government of India and CPMO, the assets of the latter were taken over by the Government and MOIL was formed with 51% capital held between the Govt. of India and the State Governments of Maharashtra and Madhya Pradesh and the balance 49% by CPMO. It was in 1977, the balance 49% shareholding was acquired from CPMO and MOIL became a 100% Government Company under the administrative control of the Ministry of Steel. At present, MOIL operates 10 mines six located in the Nagpur and Bhandara districts of Maharashtra and four in the Balaghat district of Madhya Pradesh. All these mines are about a century old. Excepting three, rest of the mines are worked through underground method. The Balaghat Mine is the largest mine of the Company which produces one of the best quality manganese ore in the country is also the deepest underground manganese mine in Asia. The mine has now reached a depth of over 500 meters from the surface. Dongri Buzurg Mine located in the Bhandara district of Maharashtra is the largest opencast mine that produces manganese dioxide ore used by dry battery industry. This ore in the form of manganous oxide is used as micronutrient for cattle feed and fertilizers. MOIL fulfills about 70% of the total requirement of dioxide ore in India. The total production of manganese ore from all the mines constitutes about 65% of requirement of the country. At present, the annual production is around 0.9 million tonnes which is expected to grow in the coming years. MOIL has set up Ferro Manganese Plant (10,000 TPY) and Electrolytic Manganese Dioxide (EMD) Plant (1000 TPY) as per its
11

diversification plan for value addition to manganese ore. MOIL is further considering setting up Captive Power Plant, expanding the capacity of ferro manganese plant and setting up a new Silico Manganese Plant to meet the ever increasing demand of the ferro alloys globally. MOIL is also the largest employer in the manganese mining industry with a total work force of about 6900 employees.

mission
To enrich the lives of the employee by developing skills through commitment performance and innovation and providing the best of service identifying and adopting the start of the art mining technology through innovative solution providing customer satisfaction with quality services and delivery to maintain the status of market leader in manganese industry in India to diversify into areas for value addition based manganese Ore to developed our mines to have optimum production capacity at all times without compromising safety and environment protection continuously striving for efficient, costeffective a d eco friendly mining to make our mining area clean, green and eco- friendly.

Vision
To become the best mining company in the world by 2008 through utilization of skills and talent available to globally expand the activities of the company in all possible areas keeping in view the value addition through joint ventures and technology transfer to improve quality of low grade and waste dumps to high/ medium grads through integrated Beneficiary plant.

Achievement
MOIL is the only public sector to install a 5MW wind mill at Nagda Hills near Dewas (MP) generating 13.5 million units against rated capacity of 0.96 million units in the first year another 15.2 MW capacity of wind Turbine generation plants is under installation Asias first state of the art modern 5,00,000 TYP beneficiation plant at balaghat is commissioned winner of NATONAL energy conservation award 1st prize in mining
12

sector for the first time since inception MOIL has been awarded the prime ministers merit certificate for MOIL ha bagged 3 awards in national safety awards by min. of labour Memorandum of understanding with the government continuously with excellence rating for the last 17 years CSR activities are carried out by MOIL in almost every possible way such as village adoption, education, community development, medical aid environment awareness, etc.

Quality Policy
To maintain Quality at all stages To create Quality consciousness amongst all employee To enhance Total Customer Satisfaction through prompt delivery of Quality material and services To bring Quality Management through performance leadership To continuously maintain and improve the effectiveness of the Quality Management System.

Marketing Scenario
Due to steep increase in the production of Steel, the demand for ferro alloys and manganese ore had been on the increase since the beginning of last year. To meet the increased demand, the Company had to put in extra efforts to increase production and quality so that the supplies to the domestic ferro alloy products could be met to the maximum extent possible. Though there has been a glut of export enquiries for MOIL ore, the Company did not make any shipments as it is committed to fulfill domestic requirement first. The sales performance achieved during 2004-05 is the highest ever since the inception of MOIL. For the first time in the history of MOIL, the sales turnover has crossed the Rs.300 crore marks during 2003-04. Even during the current year i.e. 2004-05, the demand continues to be quite high and the sales are even better.

General terms and condition the sale agreement of 2009-10 Marketing,

1) Price adjustment 2) Sampling and analysis 3) Sampling and chemicals analysis (At present M/s Mitra S.K Pvt. Ltd. Is the sampler) 4) Physical analysis
13

5) Wightman 6) Payment 7) Tax and duties Royalty vat, etc. 8) Investment 9) Delivery 10) Dispute & Arbitration 11) Railway penalty

Marketing strategy Annual production of MOIL is around 1.4 million tones which is expected to grow in the coming years. MOIL has set up Ferro Manganese Plant (10,000 TPY) and Electrolytic Manganese Dioxide (EMD) Plant (1000 TPY) as per its diversification plan for value addition to manganese ore. MOIL is one of the Biggest Public sector in Manganese production and overall Production of manganese is the 1.4 million tones and the manganese it fulfill the 75% to 80% demand of the government as well the market that means the MOIL is leading sector in manganese production. Thats means MOIL has the MONOPOLY in India. GERNERAL MARKETING STRATEGY OF MOIL
MARKET ANALYSIS AND SEGMENTATION MARKETING PLANING TARGETING AND POSITIONING COMPETITVE AND STRATEGIC ANALYSIS

Market Analysis and Segmentation

This market analysis takes into consideration both customers of Ferro and silica services
14

(Demand side) and providers of such services (supply side), mainly in the upstream part Of the company.
A) Ferro and silica Services Customers B) Ferro and silica service provider

Besides Ferro and silica is the important in mines therefore, there is a second group of customers for Ferro and silica services, this is because companies Outsource activities is service providers. The more complex these outsource services Therefore, Ferro and silica service providers should not only think of a direct Approach to manganese companies, but also consider an indirect approach through other Ferro and silica service providers, including key service providers Direct Service Provider
Oil

Manganese Company

Key Service Provider

Indirect Pr MOIL should determine an FERRO AND SILICA preference for sourcing. If the FERRO AND SILICA prefers to source Indirectly, MOIL marketing efforts should primarily target their preferred service providers.

*Ferro and silica service provider

This marketing strategy differentiates between primary and secondary. FERRO AND SILICA Services. Primary services are those that are more likely to be procured directly by FERRO AND SILICA while, secondary services are typically procured directly by FERRO AND SILICA. As well as by other service providers. MANAGANSE Companies Primary Services Providers Secondary Services Providers Transportation
15

Trucking Safety / Health Services General Supplies and Supply Services Professional Services Other Services

Market Segments
The objective of market segmentation is to identify meaningful segments so that Marketing activities directed at these segments are more effective than if they had been Directed to all customers alike. Market segmentation tries to identify distinct behaviors in Customer groups. This marketing strategy uses customer needs as the primary criterion for segmenting The Ferro and silica services market. Consideration of the focus of activity along the Ferro and Silica value chain helps a service provider answer the foremost question: What can I do for this customer? It projects the service providers offering and capabilities onto a customers specific needs. In a next segmentation step, the service provider can use additional information, such as customer size, to further improve the effectiveness of marketing and selling to the customers in a particular market segment. The following figure shows six market segments, which cross all sizes of companies. The market segments represent the various types in manganese companies, as well as Service providers. 1) Exploration & Product 2) Exploration focused 3) Marketing focused 4) Other Service Providers
16

5) Manganese Company 6) Field Management Company

Competitive and Strategic Analysis

This section concentrates on competitive aspects of the supply side of the company. It Describes comparative advantages that manganese can use to overcome market barriers and compete effectively. Know the Comparative Advantage MOIL need to know their comparative advantages and disadvantages relative to OSP. MOIL should use comparative advantages to offset any disadvantages. It is important that MOIL consistently communicate their advantages to reinforce a positive image with their Manganese customers Local Expertise: MOIL is located near where the customers needs are to be satisfied. MOIL knows the geography, infrastructure, climate and weather, and other particularities of the area. They understand geographic directions to; for example, find a location in an unmapped area . Business Community: MOIL is part of the local business community and supply network and knows who provides particular products or services. Therefore, they can usually be more effective and efficient at providing services that merely on input, services and goods from other local companies. Service Quality: MOIL can offer higher service levels because they have an established base with an office, workshop, or storage facility in the area where their customers are located. They can satisfy customer needs immediately and can respond to customer complaints effectively. They can also address emergencies and critical situations on well sites more quickly. Flexibility: MOIL is open for business. They require no or short setup times. MOIL is more readily available to provide required services. They can react quickly to changing customer needs and requests. To a certain extent, MOIL can adjust their capacity quickly by engaging local subcontractors with whom they have established relationships.

17

Cost Advantages: Transportation costs incurred in providing a service or delivering goods are usually lower than for Manganese. In addition, if customers factored potential time savings (travel time, shipping time) into their calculations, they may realize that they can benefit from significant cost advantages by sourcing locally. This would hold true even if, after tax, MOIL charge higher prices than OSP. Value-Added Services: MOIL may be able to add services to their core service offering that cannot be matched by OSP. The value added can compensate for nominally higher prices of the core service and become a source of additional revenues. For example, a local construction business could offer customers a service to temporarily store equipment on its property; a machinery rental business could offer in-field Service and maintenance contracts. First Nations Relationships: MOIL knows their areas First Nations and/or is First Nations businesses. Therefore, they can provide better access to relevant First Nations authorities, businesses and individuals. Knowledge of BC Regulations: MOIL has better knowledge of the specific BC requirements affecting their services. This knowledge can help customers avoid mistakes potentially leading to penalties and delays. LSP Comparative advantages Knowledge of customers: MOIL may always know or may have a view of their customers. Marketing and sales require more effort when targets are not well defined. MOILS have historically established customer relationships and rely on repeat business. MOIL often has developed similar relationships. Access to skills and resources: MOIL has access to specialized skills and resources (such as equipment) necessary to create and market the required services. Because of the larger size and greater maturity of their local markets, OSP have reliable access to a much larger and scalable resource pool. This pool includes resources to fulfill demanding pre-qualification requirements, such as master service agreements. Compliance with local regulations: MOIL must comply with local rules and regulations. MOIL is reported to manage around these standards. Adjust their business approach and pro-actively deal with controllable issues That impact MOIL competitiveness (for example, identify ways to gain access to Decision-makers, implement initiatives to build relationships with customers in Calgary) Focus on availability of services and emphasize MOIL comparative advantages Which should result in changing customer perceptions? Actively participate in industry associations that place a high priority on issues that impact MOIL competitiveness such
18

as mutual recognition of standards/certificates the enforcement of rules for all service providers.

Compete Effectively
The MOIL service sector in BC appears to be in growth mode, however there Is a general sentiment, particularly among companies in sustain mode that MOIL take Business away from MOIL, MOIL need to determine whether they want to sustain or grow their business and take this into consideration when revising their approach to compete. Sustain and growth strategies differ with regard to the management of business Relationships, resources (capacity) and skills. Relationships: Focus on repeat business within existing customer base ._Selectively target new customers Maintain existing customer base actively pursue opportunities Outside existing customer base. Resources (Capacity): Exploit business opportunities to utilize existing capacity Consider capacity reduction to ensure profitability Aim for efficiencies to do more Business with existing capacity Expand capacity through internal growth or partnerships. Skills: Develop or buy basic skills to satisfy customer needs and business requirements Complement skills with selected partnerships Develop or buy advanced business development skills Seek strategic partnerships with other service providers and customers.

Targeting and Positioning

The Above SIX market segments identified in section can be further condensed, since Some have very similar needs. There are potential Target segments for MOIL. Customer Groups All-rounder Consultant Explorer Producer &Marketer Intermediary

Integrated MOIL
19

Positioning and Marketing Objectives

MOIL should position their business along five dimensions.8 the first dimension is Relationship orientation; the other four dimensions are related to marketing instruments As described in the marketing plan. In order to successfully position their business, MOIL need to determine their customers preferences, and target their marketing approach accordingly. The following tables summarize the target positions and associated Marketing objectives. LSP Target Position Relationship Orientation Customers suggest that MOIL change their attitude towards customers, and Show their target segments that they are genuinely interested in moving From a transactional to a relationship-oriented business approach. MOIL need to accept that customers have a choice to purchase from OSP or MOIL and will often give preference to the supplier with whom they have Established the best business relationship. MOIL should position themselves as the trustworthy, experienced local Alternative to OSP. They should employ all comparative advantages in their Interaction with customers so that customers are willing to buy from them For the advantages they see. MOIL should also be prepared to step in when OSP cannot deliver. MOIL must be ready for the moment of truth when they have the Opportunity to demonstrate to their customers that they can perform to Expectations and that it is preferable to employ local businesses. Services (Product Marketing) MOIL should have a well defined and recognized service profile that Underlines their experience in at least one core area. MOIL should be able to offer meaningful service bundles to target segments that prefer bundles. The services can be combined by use of internal and external sources. Regardless of size, MOIL should consider co-operation with other MOIL and also with OSP to create a more attractive offering. Pricing for Services MOIL should achieve a price level that, before taxes, is similar to OSP; MOIL Should be able to submit a sufficiently strong service offering (using comparative advantages) so that potentially higher prices are acceptable to customers. Within limits that do not hurt the sectors image, MOIL could practice price Differentiation between target segments and customers, depending on their Price sensitivity. MOIL could also differentiate prices for transactional versus relationship based business (transactional business tends to be more urgent and Customers are willing to pay higher prices).
20

Marketing Communication MOIL should attempt to gain the same access to customers as OSP in order To place their marketing communication messages. MOIL should communicate with customers in a neutral to positive environment where the MOIL message is heard and understood. Sales Channels and Contracts MOIL should actively market services to head offices in Calgary, either alone Or with partners and should use contacts in Calgary as a point of entry for Larger deals. MOIL should market services to the local customer representatives with a Focus on smaller, short-term deals. MOIL should actively look for indirect sales channels, such as other MOIL (or even OSP) with better customer access. LSP Marketing Objectives

Marketing Planning This section includes a marketing plan that specifies the use of marketing instruments: Service (product) management, pricing, marketing communications (promotion) and Marketing channels/contracts. The marketing plan takes into consideration different Sizes of MOIL and ties together marketing activities at all levels of the service sector. Services or Product Marketing Services or Product Marketing is a core competency of a business, therefore, most of The marketing work recommended in this plan can be performed by the MOIL. Local Service Provider Activities MOIL should systematically review their service offering and assess the extent to which The offering satisfies customer needs. This analysis should involve all staff who deals with customers and include service feedback interviews with customers. Companies should also look at competitors among MOIL and OSP to identify potential improvement areas and ideas for changes to their service offering. A culture of continuous improvement is a leading practice in successful service providers. The service review should create insights into: High-value adding components of a service that should be provided Low-value adding components of a service that could be dropped

Market opportunities for new services that would fit in with the MOIL
21

 The potential for bundling own services with new or other existing services Seasonal aspects of service provisioning (extension of service period) MOIL should start their review immediately. The busy season offers the opportunity to Observe the market and implement new approaches, while managing the risks Associated with change. At the close of the busy season, the organizational and financial Requirements of intended changes should be assessed. Revised service offerings should Be well developed and implemented before the 2005/2006 busy season starts. This Should give enough lead-time to find, where required, the right partners and to adjust Other marketing instruments (pricing, promotion, channels). Service offering reviews should become part of a regular marketing routine. Employees should be encouraged to share their ideas and service feedback interviews with Customers should be carried out. This approach will improve service management, customer relations and employee commitment. The MOIL should communicate all service offering adjustments to the market.

Working with Associations and Governments

Associations could assist MOIL with service reviews and bring MOIL in similar market Positions together to jointly work on their marketing approach, for example in workshops Associations could also probe regional markets to identify key services that are missing Locally and are provided by OSP. Associations should educate MOIL on the potential benefits of the Governments Summer Drilling Incentive Program. This program provides the opportunity to work year round, which is usually associated with better capital utilization, retaining of qualified key personnel and stronger customer relations. As in the case of the individual MOIL, these activities on the association level should be Started immediately and completed before the 2005/2006 drilling season starts. In the service industry, successful service or product marketing relies on skilled labour Resources. Therefore, associations should ensure that current and planned qualification Initiatives in Northeast BC support the development of the service offering of the sector. Concurrent with association initiatives, Governments can support with market Information. Further, associations should engage governments to ensure that human Resources qualification and attraction initiatives in Northeast BC support the Development of the service offering of the sector. Pricing for Services Setting the right price for a service requires an understanding of price sensitivities of Target segments, market pricing information as well as reliable costing information. Local Service Provider Activities
22

As part of the service review, MOIL must gather the facts on pricing. They know their own prices and should try to obtain pricing information on competitors. One source of Information is a customer that has awarded a contract to a competitor. MOIL should ask Customers directly for their feedback on price. In a next step, MOIL need to understand in details the costs of providing a service. Knowledge of their own cost base gives an indication of the lower price limits both in the Short-term and the long-term. In the upstream Ferro and silica, market prices play an Important role. Customers in the industry tend to accept prices as long as they are not Excessive. Comparative advantages may allow MOIL, in some cases, to charge higher than- market prices. If the cost base does not allow for lowering prices, the MOIL must Explore ways to control service costs without jeopardizing service quality. LSP should use the full range of pricing instruments, such as volume discounts, early booking Discounts, summer discounts, discounts for using a service year round. On a More strategic level, they should work with customers to identify areas where both sides Can save costs through improvements in forecasting and operational processes. This Would help ensure mutually acceptable price levels in the long run. Working with Associations and Governments The challenge for governments and associations is to provide an environment that Allows MOIL to obtain a competitive cost base, and to adjust their prices to market Conditions. They should work together, concentrating on tax and other regulations that Adversely affect MOIL competitiveness and should also consider ways to provide lower Cost to FERRO AND SILICA For example, associations should validate concerns voiced by some FRRO & SILICA companies that unnecessary administrative hurdles to doing business in BC persist despite the implementation of a number of best practices. Undue hurdles could have a negative cost effect that may neutralize the positive effects of summer drilling incentives. Promotional Activities MOIL has a wide range of marketing communication instruments available to promote Their business and their relationships with customers. This section recommends Marketing communication activities and integrates them into a three-year plan with typical budgets for small and large MOIL .11 The plans need to be adjusted to the specific conditions and objectives of each MOIL . Potential promotional activities of associations and governments should be linked to MOIL activities to reflect the sectoral nature of the marketing plan. Local Service Provider Activities MOIL should use those marketing communication instruments that enhance visibility and support the development of long-term business relationships with their customers. Important instruments are events (exhibitions, conferences, trade missions), company Directories and websites.
23

Marketing communication activities such as advertising and public relations are less Important under current market conditions in Northeast BC. Advertising is generally not Very cost-effective because MOIL want to attract business for a relatively small market. The effect of advertising in local and regional publications, such as this marketing plan includes a list of media where advertising may be appropriate under Certain circumstances.

Communication Basics
MOIL should meet basic marketing communication requirements. In particular, they Should have a proper corporate design and apply it consistently to all marketing activities as well as to supporting materials (such as marketing literature, business cards, MAGZINE and stationery). Numerous already have a corporate design and associated materials. Marketing communication basics should be reviewed in light of repositioning the business. The review should include questions such as: Do the design, the materials, Marketing literature and the messages support the achievement of the marketing Objectives? Are they still suitable after having re-positioned the service offering and Pricing? Are they consistent with marketing communication by relevant associations and Government initiatives? The Manganese ore India ltd. should strive for high quality marketing materials that demonstrate MOIL commitment to their customers.

Marketing Events
Marketing events have potentially the highest relevance in marketing communication for MOIL. They enable face-to-face communication with customers outside Routine situations and their offices. Trade shows and conferences, as well as CRICKET Tournaments and other business functions, benefit from the excitement building up Around them. Participants get together to exchange information and network. Participants in great events remember them for a long time. MOIL can be actively Involved in events, for example as an exhibitor at a trade show, or more passively as a Visitor. Marketing budgets and objectives usually dictate the mode of participation. Exhibitors and visitors alike should take the opportunity to network with customers and peers, and do marketing research. MOIL that have participated in the Global other events, such as the annual and Conference in, have expressed satisfaction with this marketing tool. Typical costs for operating a small booth, creating company brochures, time, travel and accommodation associated with a small event range between $1,000 and $10,000. This amount can be Significantly reduced when the materials can be used again at other trade shows and for other purposes. For example, transportable displays can be set up at other shows and can be used between shows on the companys premises, in the lobby, in a meeting room or in Other areas. Company brochures can be economically manufactured in large quantities And should then be widely used. The list of industry events in trade shows and conferences that are either highly relevant industry events with a wide range of target
24

groups or specialized events. Both types are suitable for MOIL involvement. With regard to general industry events and specifically targeted, MOIL should consider and FERRO Exposition in Calgary as a first time demonstration of their repositioned business. The service sector could have a joint booth to communicate the sectors messages. Associations and/or the Government would be ideal partners to co-ordinate the sectors appearance. The 2005 event could serve as a test case for the even more prestigious. Service sector should be completely repositioned. Apart from these industry mega Events, the service sector should continue to organize the Conference, Probably the only industry event with a clear focus on business. The events agenda should focus on business development opportunities. The hospitality felt By participants during the last conference in such events are capable of creating a positive environment for building relationships with target segments.

Trade Missions
Trade missions are a special form of event that can have substantial impact on Positioning the sector as a whole as well as on individual MOIL. The last Government led Trade mission to Calgary in June 2006 was considered very successful by Participating MOIL. The Government has plans to lead missions twice per year to, where most of the relevant customer organizations are located. Similar events should be considered on to bring together local representatives from customer. With one important FERRO& SILICA player in that region. In the future this type of event should be extended to more than one to increase the events reach, and should take place. Sales Channels and Contracts MOIL should reconsider their approach to selling to their target segments. Acting locally is not sufficient if the MOIL wants to have more than transactional business. Prequalification in the form of MSA is often required.

25

Chapter- 3
Scope of project & Benefits

26

Scope of the project

To know what is the marketing strategies followed by the MOIL. Marketing strategies between customer and MOIL. To know the marketing part of the MOIL. To over all marketing development of MOIL. The system of marketing which is followed by MOIL

Specific objective of the project

What are the features customers expect from the companys products (Ferro, silica manganese) and services? What additional features would they recommend? To determine the impact of product price on the customer satisfaction level. To determine the impact of product quality on the customer satisfaction level. To determine the impact of order service quality on the customer satisfaction level.
27

Benefits of this Project:

The major benefits of this survey are: 1) Performance tracking of the company. 2) Less customer acquisition cost. 3) Increased sales through good word-of-mouth.

Chapter- 4 HYPOTHESIS

28

HYPOTHESIS
Hypothesis 1.
More than 80% of customers are satisfied with MOIL.

H 0 (Null Hypothesis) :- More than 80% of customers are satisfied with MOIL

H 1 (Alternate Hypothesis):- More than 50% of customers are not satisfied with MOIL.

Hypothesis 2. MOIL has 80% market share in Manganese supply in INDIA.

H 0 (Null Hypothesis):- MOIL have 80% market share in INDIA. H 1 (Alternate Hypothesis) :- MOIL does not have 50% market share in INDIA
29

Chapter- 5 Research Methodology

30

RESEARCH METHODOLOGY
Research is any systematic activity carried out in the pursuit of truth. It is a purposive investigation. It is the application of the scientific method to add to the present pool of knowledge. It is an endeavor to arrive at answer to intellectual and practical problems by the application of scientific methods. It is a way of finding new ways of looking at familiar things in order to explore ways of changing it. It is organized enquiry, designed and carried out to provide information for solving significant and pertinent. It is an activity that exchanges, corrects or verifies knowledge. It seeks to explanation to unexplained phenomenon. All research is essentially socially oriented. Whatever branch of knowledge it may be, research has a social bearing. Therefore, social research is defined as scientific undertaking, which by means of logical and systematized techniques aims to- Discover new facts or verifies and test old facts. Primary data: The primary data are the data those which are collected afresh and for the first time. One can obtain the primary data either by observation or by direct communication. There are several methods of data collection1. Observation method 2. Interview method
31

3. 4. 5. 6.

Through questionnaire Through schedule Using mechanical devices Etc.

Secondary data:

The secondary data can be defined as the data which is not the first hand data. They are those which have ready been collected by some one else and which have already been passed through the statistical process. The resources of the secondary data are MOIL. 2. Internet. 3.
1.

The tool used in the research for the project is:

The research conducted in this project is survey or field research.

In this research questionnaire are used as data collection method. Primary data is collected form 100 customers. Secondary data is collected from MOIL

Questionnaire A questionnaire is a structured sequence of questions designed to draw out facts and opinions, which provides a vehicle for recording the data. The basic purpose of the questionnaire was to collect information from the respondents who are scattered in a vast area and to achieve success in collecting reliable and dependable data.

32

PRIMARY RESEARCH OBJECTIVES

To know the expectations of customers of Ferro manganese, and silica manganese.

To know the extent of satisfaction and dissatisfaction of existing buyers and users of these products and services, vis--vis large scale availability of competitive products and services.

I)

RESEARCH DESIGN FORMULATION :

The research design formulation its depend of the PRIMARY DATA AND SECONDRY DATA. The secondary data is already collected and, The research plan consists of two stages: Stage 1: The first stage consists of simple exploratory research which consists of secondary data collection. Secondary data is data which is already collected.

There are 2 types of secondary data: 1) Internal data 2) External data Internal data

Sales records: Addresses of customers

. Accounting records Pricing

Miscellaneous Reports Annual Report

Internal Experts Dept Teams: Sales Marketing

33

External Data

Govt. Sources
Census data Economic Survey

Syndicated Sources
Wholesalers and retailers who record their purchases, sales and inventory every month(Audit data)

Stage 2: The second stage consists of a more important and elaborative stage called as Conclusive Research which in turn consists of descriptive research. This step involves primary data collection

Descriptive research

Telephone survey

Personal survey

34

Chapter- 6
DATA INTERPRETATION

INTRODUCTION
35

MOIL is the main and important manganese production company in India. And the people prefer quality rather than price. So the studies try to chalk out performance of various market strategies of MOIL. 1. How the customer came to know about the product? COLUMN DIAGRAM
60 50 40 30 20 10 0 Through companies marketing executive Throug an existing custom er Through verbal publicity

Column diagram showing customer knowing about Manganese Data Interpretation:

Out of 100 customers 15% known in verbal publicity. And its help to know the product Out of 100 customers 25% known in companies marketing executive because there telephonic attachment Out of 100 customers, 60% is customer 2. What makes you to buy this product?
50 40 30 20 10 0 usefullnes Experience Brand name regurlar custom er

already the existing

Column diagram showing customers about buy this product,

36

Data Interpretation:

Out of 100 customers 23% in favour of usefulness because the quality of product is good. Out of 100 customers 15% in favour of experience because they using the product from many years. Out of 100 customers, 45% in favour of Brand name because the moil is the big name. Out of 100 customers, 27% in favour of Regular customer because the existing customer.

3. Does the price play a decisive role while buying this product?
70 60 50 40 30 20 10 0 Doesn't m atter could be cheaper

Column diagram showing about price play decisive role for buy this product, Data Interpretation:

Out of 100 customers 65% in favour of doesnt matter because the avaibility of the manganese is low.

Out of 100 customers 15% in favour of could be cheaper because the price is high.

37

4. Is the quality is better than other product available in the market?

70 60 50 40 30 20 10 0 Better same as other could be more better

Column diagram is showing about Quality is better than other product. Data Interpretation:

Out of 100 customers 70% in favour of Better because the quality and size (thickness) of product is good. Out of 100 customers 10% in favour of same as other. Out of 100 customers, 20% in favour of could be better use the good technology.

5. Is the products structural design good enough to fulfill your requirements?

60 50 40 30 20 10 0 Yes NO Better shape cant says

Column diagram is showing about product design requirement

38

Data Interpretation:

Out of 100 customers 55% in favour of Yes because the size and shape is depend open mines production. Out of 100 customers 13% in favour of No the size is maintain by the customer. Out of 100 customers, 25% in favour of Better shape. Because the size is already is good shape Out of 100 customers, 7% in favour of Cant say.

6. Do you think that the company should have made any extra efforts to advertise this product?
80 60 40 20 0 Yes NO Cant say

Column diagram is showing about Extra efforts for advertisings of product. Data Interpretation:

Out of 100 customers 22% in favour of yes because the company only display in internet and personnel magazines. Out of 100 customers 75% in favour of No because the Moil has fulfill the 75% to 80% manganese demand. Out of 100 customers, 13% in favour of Cant say.

6. What additional efforts should company put to promote this product to a larger customer?

39

60 50 40 30 20 10 0 Publicity through internet, telivision initial price discount Advertisement

Column diagram is showing about Additional efforts for promoting the product.

Data Interpretation:

Out of 100 customers 15% in favour of Advertising because there is no any advertisement activity. Out of 100 customers 32% in favour of Publicity through internet, television. Out of 100 customers, 53% in favour of Cant say.

8. On a scale of 1 to 10 how much score you give to following factors while purchasing this product?
10 8 6 4 2 0 Price Quality prom pt delivery Discount Brand name

Column diagram is showing about Extra efforts for advertisings of product.

Data Interpretation:40

Out of 10/8 in Price because there is no any option. Out of 10/8 in because the quality is good. Out of 10/7 in Prompt Delivery.

Out of 10/6 in Discount it should in increase the sales. Out of 10/9 in Brand name

9. Are you satisfied with this product?

70 60 50 40 30 20 10 0 Satisfied somewhat Satisfied Dissatisfied Neither satisfied nor Dissatisfied

Column diagram is showing about satisfied with this product. Data Interpretation:

Out of 100 customers 65% in favour of Satisfied because the MOIL it maintain the quality. Out of 100 customers 13% in favour of Somewhawhat satisfied. Out of 100 customers, 12% in favour of dissatisfied because there is no bargaining option.

41

Out of 100 customers, 10% in favour of neither satisfied no Dissatisfied.

Chapter- 7
RECOMMANDATION&SUGGESTION

42

RECOMMENDATIONS:

The company must build up various shapes and sizes Manganese. Hence, the company should improve upon its product mix in order to cater to the entire Manganese market. The company must incorporate flexible credit policy towards the customers. It is recommended that the company must improve upon its quality of edge finishing of Manganese so that the customer does not have to do the additional work of smoothening the edges and hence, in turn the handling of end users becomes easier. The company must communicate its marketing policy clearly to the customers so that the customers have full

Knowledge about how the company works towards their betterment.

The company must minimize its loading point delay so that the customers do not have to bear losses since their trucks are waiting in the company for a long time and hence cannot be used elsewhere. The company must try to provide accurate order-quantity delivery so that the customer develops faith
43

 Towards the company and does not have to check the quantity delivered each time the order is placed. From all these it found that the company must do something for marketing the companys products and services. Promotional affectivity helps the company to take attention of the people for their products to a great extent. So, promotional programs are stand more important as far as business is concern.

SUGGESTION
To improve the allotment procedure of manganese. Maintain the quality of manganese. Maintain the customer relationship. Provide the Detailed knowledge of marketing procedure.

44

Chapter- 8 CONCLUSION

45

CONCLUSION

Among all Manganese production company the MOIL is high percentage of customers.

75 to 80% customer of prefer the MOIL for manganese. The marketing strategies of MOIL better than other manganese production company.

The market share of MOIL is also high in India

46

Chapter- 9 LIMITATION

47

LIMITATIONS:

All research studies have limitations and a finite scope. 1. Time constraints : Only 45 days have been allotted to the researcher, so due to this limitation the quality of the research will get degraded, since any research process takes a lot of time to be completed. 2. Budget constraints:
48

Since no TA/DA is being paid by the company, therefore this will cause a limitation on the part of the researcher since the data collection from the customer will involve visiting the customers places, hence accuracy of research will get affected as traveling may involve a high amount of costs, all of which may not be borne by the researcher.

Chapter- 10 BIBLIOGRAPHY

49

BIBLIOGRAPHY
Marketing Management-By Philips Kotler Marketing Management-By S.Ramaswami MANGANESE ORE (INDIA) LIMITED (A Government Enterprise) MOIL BHAWAN, 1-A, KATOL ROAD, NAGPUR 4400 013 Web site: www.moil.nic.in

50

Chapter- 11 ANNEXURE

51

Customer satisfaction with: I)PRICE

II) QUALITY:

52

III) BUYING EXPERIENCE

IV) ORDER SERVICING

53

V) OVERALL SATISFACTION:

54

ANNEXURE:
Questionnaire
Dear Sir/Madam, Thank You for being a customer. Please take a few moments to complete our promotional effectiveness survey. Your responses will help us to address any issues that you may have, as well as to better target our products and services to meet your needs. Your responses will be kept confidential. The entire survey will take approximately 15 minutes to complete. 1. Customer information: Name of the firm Name of the person _____________________________________ Contacted Address

Ph. No. Date Signature

55

2. How the customer came to know about the product? Through verbal publicity Through an existing customer 3. What makes you to buy this product? Usefulness Brand name Experience Regular customer through companies marketing executive

4. Does the price play a decisive role while buying this product? A doesnt matter. B. could be cheaper. 5. Is the quality is better than other product available in the market? Better Could be more better 6. Is the products structural design good enough to fulfill your requirements? A. Yes B. No C. Better shape D. Cant says same as other

7. Do you think that the company should have made any extra efforts to advertise this product? Yes No cant say

8. What additional efforts should company put to promote this product to a larger customer? Advertisement Initial price discount Publicity through internet, television

9. On a scale of 1 to 10 how much score you give to following factors while purchasing this product?
56

a. Price

Quality

prompt delivery

Discount

Brand name

10. Are you satisfied with this product? Fully satisfied Dissatisfied somewhat satisfied neither satisfied nor dissatisfied

Submitted By: MINESHWAR SAHU (MBA IV SEM)

THANK YOU

57