A

PROJECT REPORT ON

“MARKET POTENTIAL OF TRANSPORTATION IN MOIL”

FOR

“Mahindra Navistar Automotive Ltd. (MNAL)”

Submitted in partial fulfillment of the requirement for the degree of

MASTER OF BUSINESS ADMINISTRATION

(MBA)

Pune University,

PUNE

Submitted by, Guided by

Roshan N. Moundekar Prof.

Nilesh R. More

(MBA IV)

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TABLE OF CONTENTS.

Sr. No.

Title Page no.

1. INTRODUCTION 3

2. COMPANY PROFILE 8

3. PRODUCT PROFILE 24

4. OBJECTIVE OF THE PROJECT 26

5. MOIL COMPANY PROFILE 47

6. RESEARCH METHODOLOGY 52

7. DATA INTERPRETATON 59

8. RECOMMENDATION & SUGESSION 61

9. CONCLUSION 63

10. BIBLIOGRAPHY 45

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CHAPTER 1

INTRODUCTION

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INTRODUCTION :-

A Commercial Vehicle is a type of motor vehicle that may be used for transporting goods or passengers. The European Union defines "commercial motor vehicle" as any motorized road vehicle, which by its type of construction and equipment is designed for, and capable of transporting, whether for payment or not: (1) more than nine persons, including the driver; (2) goods and "standard fuel tanks". This means the tanks permanently fixed by the manufacturer to all motor vehicles of the same type as the vehicle in question and whose permanent fitting enables fuel to be used directly, both for the purposes of propulsion and, where appropriate, for the operation of a refrigeration system. Gas tanks fitted to motor vehicles designed for the direct use of gas as a fuel are considered to be standard fuel tanks.

Commercial classification

In the United States a vehicle is designated “commercial” when it is titled or registered to a company. This is a broad definition, as commercial vehicles may be fleet vehicles, company cars, or other vehicles used for business. Vehicles that are designed to carry more than 15 passengers are considered a commercial vehicle.

A vehicle may be considered a commercial vehicle if:

The title was placed in the name of a company or corporation. The vehicle is used for business but is in an individual's name such as a sole

proprietor. The vehicle is a leased vehicle and in the name of the financial institution

that owns it. The vehicle exceeds a certain weight or class and therefore is "classified" as

commercial even though it may not be commercially used or commercially owned. A weight rating of 26,001 pounds or more is always consider commercial.

The vehicle is used to haul any hazardous material.

A vehicles can be used for a business, if not exclusively, and remain private licensed, depending on the amount of time used for business.

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Examples of commercial vehicles:-

Truck Semi-truck (articulated lorry) Van Coach Bus Taxicab TrailersBox truck (also known as a straight truck)

Commercial Wheeler Loan Eligibility Norms:As per the Commercial Vehicle Loan review, following are eligible to apply for loans, according to the Commercial Vehicle Loan eligibility conditions:

The minimum period that the business should have been in operation for, is usually equivalent to over 2 years.

All companies, partnership firms and sole proprietorship owners Above organizations should all be registered.The owner should get the vehicle insured, preferably through the concerned bank

itself.

Quantum Of Commercial Wheeler Loan: Loan amount is determined on the basis of various kinds of factors, such as:a)    Value of vehicle: loans are usually offered such as to cover over 85% to 95% of the absolute cost. Some banks even offer to loans to cover the whole cost.b)    Repayment capacity of the owner, that is determined by the proof of income supplied.

According to some Commercial Vehicle Loan review, the quantum of loan is generally fixed at

A margin of about 5% to 25% on cost of vehicle is considered

Tenure: Tenure of repayment of loan differs as per:a)    Type of vehicle: old or new

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b)    Age of the borrower or owner of business, who has satisfied the Commercial Vehicle Loan eligibility norms.c)    Location of the business

Usual range of tenure falls in the range of 3 years to over 5 years.Repayment Of Commercial Wheeler Loan:Repayment of loan is generally made through post-dated cheques of amounts of EMI, that include principal and interest at Commercial Vehicle Loan  rate.

Many banks follow a policy wherein, usually a fee at 2% is levied on loan amount that is left outstanding.

It is independent of the interest at Commercial Wheeler loan interest rate.

Construction (Heavy) equipment refers to heavy-duty vehicles, specially designed for executing construction tasks, most frequently ones involving earthwork operations. They are also known as, construction equipment, construction plant, earth movers, engineering vehicles, or simply equipment. They usually comprise five equipment systems: implement, traction, structure, power train, control and information. Heavy equipment functions through the mechanical advantage of a simple machine, the ratio between input force applied and force exerted is multiplied. Currently most equipment use hydraulic machinery as a primary source of transmission.

Use of heavy equipment has a long history; the ancient Roman engineerVitruvius (1st century BCE) gave descriptions of heavy equipment and cranes in ancient Rome in his treatiseDe architecture. The pile driver was invented around 1500. The first tunneling shield was patented by Islamabad Kingdom Brunel in 1818. From horses, through steam, to diesel.

Construction equipment’s play the pivotal role in performing the tasks like mining, construction, power, irrigation. Cranes, Excavators, Dumpers, Loader Backhoe etc. form the category of these vehicles. Because of India's fast growing commercial sector, the demand for these vehicles is continually increasing.The leading companies responsible for manufacturing these vehicles are Bharat Earth Movers Ltd, Eicher,Volvo Motors, Terex Vectra.

Until the 19th century and into the early 20th century heavy machines were drawn under human or animal power. With the advent of portable steam-powered

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engines the drawn machine precursors were reconfigured with the new engines, such as the combine harvester. The design of a core tractor evolved around the new steam power source into a new machine core traction engine, that can be configured as the steam tractor and the steamroller. During the 20th century, internal-combustion engines became the major power source of heavy equipment. Kerosene, ethanol and gasoline engines were used, but today diesel engines are dominant. Mechanical transmission was in many cases replaced by hydraulic machinery. The early 20th century also saw new electric-powered machines such as the forklift. Caterpillar Inc. is a present-day brand from these days, starting out as the Holt Manufacturing Company. The first mass-produced heavy machine was the Ford son tractor in 1917.

The first commercial continuous track vehicle was the Lombard Steam Log Hauler from 1901. Tracks became extensively used for tanks during World War I, and after the war they became commonplace for civilian machinery such as the bulldozer. The largest engineering vehicles, and the largest mobile land machines altogether, are bucket-wheel excavators, built from the 1920s.

"Until almost the twentieth century, one simple tool constituted the primary earthmoving machine: the hand shovel - moved with animal and human powered, sleds, barges, and wagons. This tool was the principal method by which material was either sidecast or elevated to load a conveyance, usually a wheelbarrow , or a cart or wagon drawn by a draft animal. In antiquity, an equivalent of the hand shovel or hoe and head basket—and masses of men—were used to move earth to build civil works. Builders have long used the inclined plane, levers, and ignorant to place solid building materials, but these labor-saving devices did not lend themselves to earthmoving, which required digging, raising, moving, and placing loose materials. The two elements required for mechanized earthmoving, then as now, were an independent power source and off-road mobility, neither of which could be provided by the technology of that time." Container cranes were used from the 1950s and onwards, and made containerization possible.

Following are the companies that manufacturing the CV and the CE

o Ashok Leylando Bharat Earth Movers Ltd.o Eichero Escorts ltd.o Force Motors

o Maruti Suzuki India Ltd.o Sonalika Tractorso Swaraj Mazdao Tafe Tractorso Tata Motors

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o Hindustan Motors Ltd.o HMT Tractorso Indofarm Tractorso Mahindra & Mahindra Ltd.

o Telcono Terex Vectrao Volvo Motors

CHAPTER 2COMPANY PROFILE

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COMPANY PROFILE:-

M/S AUGUSTA MOTORS PVT. LTD.

The Augusta Motors Pvt. Ltd. is a dealership company of Mahindra

Navistar. It is located in the Central region of India in the State of Maharashtra.

The Location of the company is 18 Kms. ,Milestone, Near Deshounnati

Press, Amravati Road, At Post :-Gondkhairy, Nagpur-440023.

Philosophy (Vision/Mission Statement) :-

Disregard the benchmarks.

Forget the norms

Don`t just rise above standards.

Revise expectations

Revolutionize the industry.

Surprise the World.

Outperform. This is our philosophy.

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1)CRM

2)Mr. PrashantTimore

(Accidenal Manager)

3)MahendraWadibhasme

(Works Manager)

4)Ramesh Janbandhu

(Spare Parts Manager)

1)Arief Sheikh

2)AbhayNaktode

(Sales Executives)

1)SurendraChauhan ( Account Officer)

2)KamleshGaikwad (Cashier)

3)Bhawana (HR)

4)Security

5)Housekeeping

1.1 Organization Structure of Augusta Motors Pvt.Ltd.

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DirectorMr. Hemang Parekh

GMMr. Thomas Ronald

ServiceMr. Satyabrata

chakravarty

Sales1)Sharad Likhar

(LCV)2)Arvind

Thakare(HCV)

Accounts&

Admin.

Mahindra Navistar trucks are produced by Mahindra Navistar Automotives Ltd.

(MNAL). The company is a 51:49 joint venture between two global business

leaders - Mahindra & Mahindra Ltd. (M&M) and Navistar Inc. USA.

Mahindra Navistar is a private company founded in 2007 whose Headquarter in

Mumbai (Maharashtra) ,India. The products of the company are trucks and buses.

Board Of Directors of Mahindra Navistar :-

Sr. No. Name Designation

1 Anand Mahindra Chairman

2 Valin Mehta MD

3 Bharat Joshi Director

4 Terry M. Endsley Director

5 Pawan Kumar Goenka Director

6 Deepak T. Kapur Director

7 John P. Lamoureux Director

8 HemantLuthra Director

9 Waldey Sanchez Director

10 RaminYounessi Director

1.1 Board of Directors

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CHAPTER 3PRODUCT PROFILE

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The Products of the Mahindra

Navistar :-

HCVs LCVs Buses

MN25 DI3200 Tourister 17 Seater Bus

MN25 Cowl Loadking- 4 Tyre Tourister 25 Seater Bus

MN25 Tipper Loadking- 6Tyre Tourister T32 4200 BS II

MN31 Loadking- Tipper 6Tyre Tourister T40 4800 BS II

MN40

MN49

1.2 The Products of Mahindra Navistar

13

Available transport vehicle and its features

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Products Performance :-

Tough enough for the toughest of Indian conditions.Designed ground-up in India, Mahindra Navistar trucks are ready to outperform even in the most extreme Indian conditions. Capitalising on M&M's 60 years of experience in India, our trucks are built to meet the challenges of India. And Navistar's expertise in technology further powers up our capabilities. Hence, we have extremely application-friendly and highly customizable trucks, ready for the most difficult terrains, load conditions, business requirements and challenges.

Extensive road testing : Tested over more than 13000 passes on torture

tracks ie. 10 lac km on normal road conditions, in addition to lakhs of

kilometers on highways.

Strong & rugged Chassis Aggregates : C-section ladder type chassis frame

Unique Front Axle : Strong front axle with wider cross section & larger

bearing sizes for higher life. Wider track for more stability

Strong Rear Axle : Heavy duty rear axle for better life at higher torques

Strong & Durable Suspension : Wider leaves for enhanced safety by

avoiding spring eye failures. Wider track for more stability.

Indian components : Ingeniously developed parts to achieve commonality

across range.

Wide range of cabins : Customisable tippers, haulage and trailers in various

sizes to suit varied businesses.

Current Status Of the Mahindra Navistar :-

Mahindra Navistar has taken up the task to transform Indian trucking, forever. Just manufacturing high performance trucks is not enough. And that is the reason we, at Mahindra Navistar have built a well-structured and widespread service network. This included developing multiple support systems across the length and the breadth of the country.

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For instance, take the RSA network with about 450 touch points, an extensive network of about 60 dealerships and a well-organized spares workshop to meet all kinds of service requirements. The most innovative service is the 24x7 helpline, which gives expert advice and immediate aid to all Mahindra trucks. And the most thoughtful feature is that it is multi-lingual, so that the drivers from different parts of India are comfortable in seeking assistance.

In case of an emergency, you just need to give a call and prompt assistance is provided no matter where you are. The novel concept of the Mobile Service Van makes sure of that. These vans track broken down vehicles, and give mechanical aid so that the vehicle starts running in no time. With this service we make sure that nothing comes in the way of outperformance.

Future Plans:-

State-of-the-art dealership inaugurated in Nagpur

Plans to launch over 100 dealerships in the next 24 months

The existing LCV and new HCV range to be sold and serviced from new dealerships

Unique corporate identity programed, modern ‘look and feel’ to challenge the norms - a first for Indian CV Industry

Mobile Service Workshop flagged off as a part of the unique ‘anywhere, anytime’ on-road assistance programed

Sprawling dealership reflects Mahindra Navistar’s serious commitment to CV Business

About Mahindra Group :-

Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India and is now a US $7.1 billion Indian multinational. It employs over 1,00,000 people across the globe and enjoys a leadership position in utility vehicles, tractors and information technology, with a significant and growing presence in financial

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services, tourism, infrastructure development, trade and logistics. The Mahindra Group today is an embodiment of global excellence and enjoys a strong corporate brand image.

Mahindra is the only Indian company among the top tractor brands in the world. It is today a full-range player with a presence in almost every segment of the automobile industry, from two-wheelers to CVs, UVs, SUVs and sedan. Mahindra recently acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra REVA), strengthening its position in the Electric Vehicles domain. The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the leading global business and information technology services company, Satyam Computer Services. The company is now known as Mahindra Satyam. Mahindra is also one of the few Indian companies to receive an A+ GRI checked rating for its first Sustainability Report for the year 2007-08 and has also received the A+ GRI rating for the year 2008- 09.

About Mahindra Navistar Automotives Ltd. (MNAL)

In 2005, Mahindra & Mahindra Ltd. and International Truck and Engine Corporation - the operating company of Navistar - entered into a JV to manufacture light, medium and heavy commercial vehicles for India as well as global markets. The joint venture is in the process of addressing every segment of the commercial vehicle market from 3.5 tonne GVW to 49 tonne GVW with variants of passenger transport, cargo and specialized load applications. Mahindra Navistar aims to expand its product line over the next two years to emerge as a full range commercial vehicle player.

The new HCV product range has been engineered to meet Indian requirements with technological expertise from Navistar with the underlying philosophy of ‘Made in India, Made for India and Made with 175 years of international trucking expertise’. The new range of medium and heavy commercial vehicles is being manufactured at a new green field plant at Chakan, near Pune. The plant, which spans over 700 acres, has been set up with investments of over Rs.4000 crores and is producing other M&M products as well. This will help MNAL leverage the benefits of synergies of an integrated manufacturing facility. Mahindra Chakan, a 700 acre, future-ready facility set up by automaker Mahindra and Mahindra Ltd (M&M) at Chakan, was inaugurated this Saturday by the

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Maharashtra Chief Minister, Mr Ashok Chavan.

Initially, the plant will have an annual installed capacity of 300,000 units, including 50,000 trucks. This will enable M&M to manufacture its entire range of products ranging from the 0.75-tonne Maxximo to the 49-tonne Mahindra Navistar truck, as also its sports utility vehicle (SUV) range it plans to launch in the U.S. The plant will initially make the full range of medium and heavy commercial vehicles from the joint venture with Navistar ranging from 25-49 tonne tippers and trucks. It will also accommodate production of other models if required by the future market demand. “We will manufacture all new products here, including the range that will be exported to the US,” Dr. PawanGoenka, President, Automotive Sector, M&M said.  Rs. 5,000 Cr. will be invested in the first phase of the plant, making this the largest single investment in the Indian auto sector. According to Dr. Goenka, half of this has already been made, while the other half will be invested over the next 18 months.

Mahindra Navistar trucks are produced by Mahindra Navistar Automotives Ltd. (MNAL). The company is a 51:49 joint venture between two global business leaders - Mahindra & Mahindra Ltd. (M&M) and Navistar Inc. USA. Our aim is to provide high performance solutions for every commercial vehicle segment right from 3.5 tonne GVW to 49 tonne GVW. Our product range will be engineered to fulfill the requirements specific to Indian business, with the technological support of Navistar.

The Mahindra Navistar trucks are manufactured at M&M's new Greenfield Plant at Chakan, near Pune. It is a state-of-the-art manufacturing facility spread over 700 acres with investments of over Rs. 4,000 crore. The Mahindra Navistar team has over 800 people involved in the development and support of its Indian products. A number of exclusive dealerships in addition to the existing M&M centres are being set up to foster the sales and service network for the company.Mahindra Navistar rolled out its 5000th truck on the 1st of June from its state-of-the-art plan at Chakan. Mahindra Navistar has been bagging achievements one after the other in a very short span.

After winning the Apollo CV Award for HCV Truck of the Year, Mahindra Navistar has also been ranked No. 1 in TNS truck Track 2012 Total Customer Satisfaction study in the LCV load and Mini Bus Segments and joint No. 1 in the HCV (MAV) truck segment.

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Mahindra Navistar has taken up the challenge to change the Indian Trucking for the better and help it outperform. For this, they have created 1001 service points at strategic trucking locations across India and are many more are on the way. Supporting the nation’s Trucking Industry are 4500 trucks that are already plying the Indian Highways, having clocked more than 8 Crorekms.

Commercial Vehicle:-

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Chart 1.2 Types of commercial vehicle

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Chart 1.3 Types Of Commercial Vehicle according to the GVW

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Chart 1.4 Types of commercial Vehicle According to the GVW

Commercial Vehicle Industry in India:-

After registering a strong 30%+ growth over the past two fiscals, the growth in the Commercial Vehicle (CV) industry has somewhat slowed down during the current year. During April-November 2011, the domestic CV industry posted a growth of 20.0% on YoY basis riding on a strong 29.3% growth in LCVs and a fairly muted 9.4% in M&HCVs. Steadily rising interest rates, contracting industrial output and a considerable increase in vehicle prices coupled with high-base effect of previous years are the main factors impacting growth. The operating environment for fleet operators has been deteriorating over the past six months. All factors that influence the viability appear to be weighing against the profitability and cash flows of operators. The sharp rise in overall cost of ownership combined with considerable rise in operating costs and an almost stagnant freight rates in a confluence are displaying signs of pressures on fleet operators. Our channel check suggests that several operators have postponed their expansion plans in view of rising interest rates and expectation of slowing industrial growth. Capacity utilisation is gradually declining and freight rates continue to remain stagnant despite rise in operating expenditure for operators. On the financing front, some of the financiers have also

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started tightening lending norms in addition to the rise in interest rates. Overall, the near term risks against M&HCV demand has increased significantly, though structurally, the demand over a longer period remains intact, subject to normalization of economic activity over the next 2-3 quarters.

Given the current environment where the growth in industrial activity is at a two year low and the operating environment for fleet operators is gradually weakening, we expect the industry to defer capacity addition. As a result, the outlook for the near term appears to be subdued, resulting in a slowdown in new vehicle sales. Among segments, M&HCVs which tend to be more influenced by the macro-economic indicators is likely to register a weaker performance over the near term as against the steadily growing LCV segment. The proliferation of the hub-n-spoke model, improving last mile connectivity and last but not the least the strong demand originating from rural segment is likely to drive demand in the LCV segment over the medium term. We expect the M&HCV industry to grow by 3-4% in FY12 and LCV industry by 17-18% in FY12. We maintain our long-term growth outlook for M&HCV with a CAGR (%) of 9.5-11.5% and for LCV with CAGR of 11-13% over the next five years

Volumes

Segments FY08 FY09 FY10 FY11 FY12e*

M & HCVs

274,582 183,495 244,944 322,788 332,472

LCVs 215,912 200,699 287,777 353,620 413,735

YoY Growth (%)

Segments FY08 FY09 FY10 FY11 FY12e*

M & HCVs

-12.6 % -7.0 % 43.4 % 22.9 % 3-4 %

LCV -O.4 % -33.2 % 33.5 % 31.8 % 17-18 %

1.3Volume & Percentage Change for vehicle

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Computed at 3% growth for M&HCVs and 17% for LCVs .

COMPETITORS

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CHAPTER 4Objective of the project

Specific objective of the project

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To find the market potential of Transportation in MOIL Company for Mahindra

Navistar.

To study the Logistics and Transportation In MOIL Company.

To study about the contractor of MOIL and There Trucks.

To find the Name of the Companies where the Materials are Exported from MOIL.

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.

To find the problems faced by Transportation.

Benefits of this Project:

The major benefits of this survey are:

1) Performance tracking of the company.

2) Less transportation acquisition cost.

3) Increased sales through good word-of-mouth.

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CHAPTER 5MOIL Company profile

COMPANY PROFILE

MANGANESE ORE (INDIA) LIMITED

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Chairman-cum-Managing Director

Director (Commercial) Director (Prod. &Plang.)

MOIL Limited (formerly Manganese Ore India Limited) is a miniratna state-ownedmanganese-ore mining company headquartered in Nagpur, India. With a market share of 50%, it was the largest producer of manganese ore in India in the fiscal year 2008.[2] MOIL Limited has been ranked #486 among the 500 top companies in India and 9th in the Mines and Metals Sector of the Fortune India 500 list for 2011. MOIL operates 10 mines, six located in Nagpur and Bhandara districts of Maharashtra and four in the Balaghat   district of Madhya Pradesh. Of the 10, seven are underground mines (Kandri, Munsar, Beldongri, Gumgaon, Chikla,Balaghat and Ukwa mines) and three are opencast mines (Dongri Buzurg, Sitapatore, and Tirodi). Its Balaghat mine is the deepest underground manganese mine in Asia.

In December 2010, the government divested about 20% of its equity through an IPO. Of the 20%, the Government of India's share will be 10%, and the governments of Maharashtra and Madhyapradesh will each divest 5% of the total equity. At present, the Government of India holds 81.57% share in the company, Maharashtra government has 9.62%, and Madhya Pradesh Government holds 8.81%.

History:-

MOIL was originally set up as "Central Province Prospecting Syndicate" in the year 1896 in the region of Maharashtra and Madhya Pradesh. It was later renamed as "Central Provinces Manganese Ore Company Limited (CPMO)" in 1935. In 1962, the Government of India took over the mining activities from CPMO. Then, Manganese Ore (India) Limited was formed with 51% stake held between the Government of India and the Maharashtra and Madhya Pradesh State governments. The other 49% was retained with CPMO. In 1977, the balance of 49% was acquired from CPMO, and MOIL became a 100% state-owned enterprise.

Organization

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LIST OF MINES

MINES NAME & ADDRESS

MAHARASHTRA

1. Chikla Mine,

P.O.- Chikla, Tah.-Tumsar, Dist- Bhandara, Maharashtra, Pin-441920

2. DongriBuzurg Mine,

P.O.- DongriBuzurg, Tah.-Tumsar, Dist- Bhandara, Maharashtra, Pin-441907

3. Beldongri Mine,

P.O. – Satuk, Tah- Ramtek, Dist-Nagpur, Maharashtra, Pin-441105

4. Kandri Mine,

P.O. - Kandri, Tah- Ramtek, Dist-Nagpur, Maharashtra, Pin-441401

5. Mansar Mine,

P.O. - Mansar, Tah- Ramtek, Dist-Nagpur, Maharashtra, Pin-441106

6. Gumgaon Mine,

P.O. - Khapa, Tah-Saoner, Dist-Nagpur, Maharashtra, Pin-441101

MADHYA PRADESH

7. Balaghat Mine,

P.O. Bharweli, Dist-Balaghat, M.P., Pin-481102

8. Ukwa Mine,

P.O.- Ukwa, Dist - Balaghat, M.P., Pin-481105

9. Tirodi Mine,

P.O Tirodi, Dist - Balaghat, M.P. , Pin-481449

10. Sitapatore Mine

P.O. Sukli, Dist - Balaghat, M.P., Pin-481449

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MINING PROCESS:-

Manganese ore mining and concentrating for manganese plant

The mining of manganese ores usually takes place in open pits. Some manganese ores are upgraded by washing equipment, that is using water to wash or scrub additional impurities from manganese ore. The ores after washing move to primary crushing machines and secondary crushing machines for reduction into fine particles. The most important manganese crushers are jaw crusher, cone crusher, vertical shaft crusher. Screening is usually after ore crushing to separate crushed ores of different size. The fine particles move to re-election process, while the larger manganese particles will be convoyed to ore crushers for further crushing.

Manganese ore concentration

Re-electionManganese ore re-election is adopted to sort coarser particles of manganese ore. re-election is very simple, widely used in ore dressing plant.

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High intensity magnetic separationThe magnetic separation is easy to be controlled, and widely used for a variety of manganese ores dressing process. Manganese is a weak magnetic mineral, with a susceptibility of X = 10 * 10 -6 ~ 600 * 10 - 6 cm 3 / g. it can be recovered by strong magnetic field.

Manganese ore extraction and refining

Usually, manganese plant produces pure manganese by hydrometallurgical and electrolytic process, and produces ferromanganese and silicomanganese by the smelting of manganese ores in an electric furnace.

Manganese ores crushers and screens for material reduction and resizing

In the case of manganese making process, manganese ores should firstly be reduced into fine particles for extraction and refining process. The SBM designed crushers and vibrating screen will be your best choice for your manganese plant.

SBM provides you with jaw crushers of different capacities for primary crushing, and cone crushers as well as vertical shaft impact crushers for secondary crushing. Our advanced manganese crushers can reduce the manganese ores into particles of 0-6 mm or 0-10 mm in size, which is required by the following manganese extraction and refining process.

Screening is the most common method to control material sizing. The SBM designed vibrating screen is used to separate manganese particles of different size. The fine particles are convoyed by belt conveyer to next process, while the large particles are passed to next process.

Manganese grinding mills for fin manganese powder

Manganese crushers are not enough if you need fine manganese powder. In this case, you will need grinding mills which can grind manganese materials into fine powder of less than 1 mm in size.

SBM is ready to provide you with a variety of advanced manganese grinding mills according to your requirement about final product size and processing capacity, such as Ball Mill, Raymond Mill, LM Vertical Mill, MTW Trapezium Mill, MTM Trapezium Mill, MXB Coarse Powder Mill, SCM Ultrafine Mill,and YGM Grinding Mill. Ball mill is the most frequent grinding machine for manganese grinding. It is also widely used in other mineral processing such as iron, copper, gold etc.

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MANGANESE ORE BENEFICIATION PROCESS

The flow chart is not only for manganese ore, but also for gold, copper, iron

ore and other common metal ore mining.

Beneficiation Processing Flowchart: The stone is sent to the jaw crusher to

be crushed for the primary crushing. The material whose size is suitable for

the feed size of the ball mill is sent regularly by the vibrating feeder to the

ball mill, the material was crushing and grinding by the ball mill and then

enter into next stage for classifying. The spiral classifier used to clean mud

and classified mixed mineral according to the different grains have different

specific gravity and sedimentation rates in liquid. The classified mineral

grains will be separated by the magnetic separator. The magnetic materials

will be sent to tailings ponds. Excluding magnetic materials will be entered

into jigger for separating, the medium size grains. The other materials

classified once again. The big size grains grinding and then classified, the

classified materials will be separated and dewatering, the concentrate will

be separated.

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50 TON/DAY MANGANESE ORE PROCESSING EQUIPMENT LIST

Equipment Model

Quantity(se

t)

Jaw crusher PE400×600 1

Jaw crusher PEW250×1000 1

Ore washing classification

1250×2500(two decks vibrating

screen) 2

Jigger 1000×1000 Rectangular jigger 2

Jigger

1000×1000 Next moving type

jigger 2

High-intensity magnetic

separator SHC-1800 1

Spiral classifier Model 500 single spiral classifier 1

Ball mill 900×18000 1

Hydraulic classifier

YunXi type hydraulic classification

box 1

Shaking table 6-S Coarse 2

Shaking table 6-S Fine 2

Shaking table 6-S slurry 2

Dewatering Single spiral classifier 3

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TRANSPORTATION LOCATION :-

DETA I L S O F T H E L O C A T I O N O F M I NE S & P LANT S S I TUATE D I N M A H ARA S TR A & M A D H Y A P R AD E S H

NameofMines&Postaladdress

NearestRly.Station/ConnectingRoad.

Offday/Authorityto becontactedBALAGHAT MINE

P.O.BharweliDist.Balaghat(MP)Tel:07632–245185(Off.)

245312/245311245187/245189(Res.)

FAX:07632-245184

BalaghatRly.StationVia.GondiaJunctionHowrah- NagpurMainLines,S.E.C.Rly.ConnectingRoad:Balaghat-BaiharRd.4kms.fromBalaghatTown.215kms.fromNagpurviaGondia.

SaturdayMineManager

FERROMANGANESE PLANT,BalaghatMine,P.O.Bharweli, Dist.Balaghat(MP)Tel:07632–245210(Res.)

07632-245188(Off.)

BalaghatRly.StationVia.GondiaJunctionHowrah- NagpurMainLines,S.E.C.Rly. ConnectingRoad:Balaghat-BaiharRd.4kms.fromBalaghatTown.215kms.fromNagpurviaGondia.

SaturdayChief(Process)

36

UKWA MINEPO-Ukwa,Tah-Baihar,Distt.Balaghat(MP) Tel:07636-274532(Off.)

274526(Res.)

BalaghatRly.StationVia.GondiaJunctionHowrah- NagpurMainLines,S.E.C.Rly. ConnectingRoad:Balaghat-Baihar44kms.fromBalaghatTown.259Km.fromNagpurviaGondia– Balaghat.

FridayMineManager

37

TIRODI MINEPO-Tirodi,Tah.-Katangi, Distt.Balaghat(MP)Tel:07630-276735(Off.)

276734(Res.) Fax:07630-276890

TirodiRly.Station,Via.TumsarRd.Junction,Howrah-NagpurMainLines,S.E..Rly.ConnectingRoad:1)JabalpurtoSeoni(N.H.7)thento

Katangi& fromtheretoTirodiMineviaKatedhara(approx.180Km)2)NagpurviaBhandara,Tumsar

Goberwahi–Katedhara-

TirodiMine.(approx.150Kms.fromNagpur).

MondayMineManager

CHIKLAMINEPO.ChiklaTah.-TumsarDistt.-Bhandara(MS) Tel:07183-220231(Off.)

220314(Res.)

GoberwahiRly.StationVia.TumsarRoadJunction,S.E.RlyConnectingRoad: Nagpurvia.Bhandara,Tumsar-Goberwahi.TumsartoGoberwahi20Kms.Goberwahito ChiklaMine 1.5-2 Kms.ChiklaMineapprox.116Kms.FromNagpur.

FridayMineManager

DONGRI BUZURG MINEPO-DongriBuzurgTah.-TumsarDistt.-Bhandara(MS) Tel:07183-220230(Off.)

220243(Res.) FAX:07183-220242

DongriBuzurgRly.StationVia.TumsarRoadJunction,S.E.Rly126kms.fromNagpur.1)Nagpur-Bhandara-Tumsar-

Goberwahi-DongriBuzurgMine

2)Nagpur-Munsarsquare–RamtekTumsar-Goberwahi-DongriBuzurgMine.

(TumsarTown-Goberwahi20KM approx.GoberwahitoDongriBuzu

MondayMineManager

EMDPLANTDONGRI BUZURGMINEPO-DongriBuzurgTah.-TumsarDistt.-Bhandara(MS) Tel:07183-220242(Off.)

220208(Res.)FAX:07183-220242

DongriBuzurgRly.StationVia.TumsarRoadJunction,S.E.Rly126kms.fromNagpur.1) Nagpur-Bhandara-Tumsar-

Goberwahi-DongriBuzurgMine

2)Nagpur-Munsarsquare–RamtekTumsar-Goberwahi-Dongri- BuzurgMine.

(TumsarTown-Goberwahi20 KMapprox.Goberwahito DongriBuzurgMine6KMapprox.)

MondayChief(Process)

BELDONGRI MINEPO-Nagardhan,Tah.Ramtek,Distt.Nagpur(MS)Tel:07102-246160(O)&(R)

DumrikhurdRly.StationVia.KanhanJunction,S.E.Rly.40 kms.fromNagpur.(Nagpur-KanhanNagardhanRd(viaNeemtolavil.)-NagardhanMarket-Beldongrimine)or(Nagpur-MunsarSquare-KITSCollege-NagardhanMarket-BeldongriMine)

SaturdayMineManager

KANDRI MINEPO-KandriTah.-RamtekDistt.-Nagpur(MS)Tel:07114-268179(Off.)

268149(Res.),268150(NOSKandri)

RamtekRly.Station.Via.KanhanJunctionS.E.Rly.ConnectingRoad:Nagpur-JabalpurNHNo.7,42 Kms. fromNagpur.(MunsarSquaretoKandrimine1.5-2KMapprox.)

ThursdayMineManager

MUNSAR MINEPO-Kandri,Tah.-RamtekDistt.-Nagpur(MS)Tel:07114-268154(Off.)

268272(Res.)

RamtekRly.Station.Via.KanhanJunctionS.E.Rly.Connecting Road:Nagpur-JabalpurNHNo.7,42 Kms. fromNagpur.45 kms.fromNagpur(MunsarSquaretoMunsarMineon RamtekRoad5KMapprox.)

ThursdayMineManager

GUMGAON MINEPO-Khapa,Tah-Saoner,Distt.-Nagpur(MS) Tel:07113-286123(Off.)

286133(Res.)

KhapaRly.StationViaParaoniS.E.Rly.ConnectingRoad:Nagpur-KhapaRoad.35 kms.fromNagpur.

SundayMineManager

1

Conventionally MOIL was transporting various grades of ore from its mines tothe customers’ premises through weigh bridges maintained by railways and road weighbridges maintained by MOIL at its various mines.

With the change in technology and in the interest of increasing the accuracy ofweigh bridge MOIL has been gradually upgrading its road weigh bridges byincorporating digital weighing systems and the road weigh bridges at MOIL presently areoperating as electro-mechanical and digital.

For the last few years, MOIL was observing that the weighment recorded atplatform weigh bridges at Railway Sidings at Gondia, Gobarwahi, and Itwari were notalways recording factual readings since they were very old mechanical type and had overthe years developed wear which led to inaccuracies in weighment. In additional toincurring financial losses on account of the same, MOIL was made to pay punitivecharges.

To check to above, the MOIL management decided to introduce onlineweighment at their railway assisted siding at Balaghat , Torodi, DongriBuzurg,Gobarwahi and Ramtek. These weigh bridges have been commissioned / are in theprocess of erection and commissioning and shall cater to the weighing needs of all thetransport by railways. The online in motion weigh bridges have the capacity of120M.T.and are capital of weighing loaded railway rakes, while in motion subject to thefact that the speed of the train should not exceed 15 Km.per hour. The system shall record weighment automatically and generate theoutputs in hard and soft copies, the weighment slips and RRs and all the historical data asneeded by MOIL and Railways. These online in motion weigh bridges are being/shall beoperated by stall of railways subsequent to the stamping by the concerned weights andmeasure department of State Govt. Because of this arrangement MOIL will not require tomake any further weighment of their rakes reroute to destiny. Also this system willensure that the customer satisfaction is maintained to the highest level. Moil has also taken steps to incorporate pit less weighment in the existing electromechanicalroad weigh bridges and in this direction the first weigh bridge tobe modifiedas pit less is with respect to Gumgaon Mine. The pit less Weigh Bridge shall ensureaccuracy and reduce requirements of frequent repairs needed to electro-mechanicalcomponents of the present of weigh bridges.

2

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 2011-12 Marketing,

1) Price adjustment 2) Sampling and analysis 3) Sampling and chemicals analysis4) Physical analysis5) Wightman 6) Payment7) Tax and duties Royalty vat, etc.8) Investment 9) Delivery10) Dispute & Arbitration11) Railway penalty

Marketing strategy

3

Annual production of MOIL is around 1.4 million tones which is expected to grow inthe coming years. MOIL has set up Ferro Manganese Plant (10,000 TPY) andElectrolytic Manganese Dioxide (EMD) Plant (1000 TPY) as per itsdiversification 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 mean’s the MOIL is leading sector in manganese production. That’s mean’s MOIL has the MONOPOLY in India.

GERNERAL MARKETING STRATEGY OF MOIL

MARKET ANALYSIS AND SEGMENTATION

MARKETING PLANING

ANALYSIS

Market Analysis and Segmentation

This market analysis takes into consideration both customers of Ferro and silica services (Demand side) and providers of such services (supply side), mainly in the upstream part of the company.

A) Ferro and silica Services CustomersB) 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 companiesOutsource activities is service providers. The more complex these outsource services.Therefore, Ferro and silica service providers should not only think of a directApproach to manganese companies, but also consider an indirect approach through other Ferro and silica service providers, including key service providersDirect

Service Manganese Key Service Provider Company Provider

4

Oil

Indirect

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.

Market Segments

The objective of market segmentation is to identify meaningful segments so thatMarketing 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 segmentingThe 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 dofor this customer? It projects the service provider’s offering and capabilities onto acustomer’s 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 thecustomers 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 asService providers.

1) Exploration & Product

2) Exploration focused

3) Marketing focused

4) Other Service Providers

5) Manganese Company

5

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 andcompete 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 thatMOIL consistently communicate their advantages to reinforce a positive image with theirManganese customers

Local Expertise: MOIL is located near where the customer’s needs are to be satisfied. MOIL knows thegeography, infrastructure, climate and weather, and other particularities of the area. Theyunderstand 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 whoprovides particular products or services. Therefore, they can usually be more effective and efficient atproviding 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 anoffice, workshop, or storage facility in the area where their customers are located. They can satisfycustomer needs immediately and can respond to customer complaints effectively. They can also addressemergencies and critical situations on well sites more quickly.

6

Flexibility: MOIL is open for business. They require no or short setup times. MOIL is more readilyavailable 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 theyhave established relationships.

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) intotheir calculations, they may realize that they can benefit from significant cost advantages by sourcinglocally. 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 bematched by OSP. The value added can compensate for nominally higher prices of the core service andbecome a source of additional revenues. For example, a local construction business could offer customersa service to temporarily store equipment on its property; a machinery rental business could offer in-fieldService and maintenance contracts.

First Nations Relationships: MOIL knows their area’s 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 affectingtheir services. This knowledge can help customers avoid mistakes potentially leading to penalties and delays. P – Comparative advantagesKnowledge of customers: MOIL may always know or may have a view of theircustomers. 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 developedsimilar relationships.

7

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 andgreater maturity of their local markets, OSP have reliable access to a much larger and scalable resourcepool. This pool includes resources to fulfill demanding pre-qualification requirements, such as masterservice agreements.

Compliance with local regulations: MOIL must comply with local rules and regulations. MOIL is reportedto manage around these standards.

Adjust their business approach and pro-actively deal with controllable issuesThat impact MOIL competitiveness (for example, identify ways to gain access toDecision-makers,implement initiatives to build relationships with customers inCalgary)

Focus on availabilityof services and emphasize MOIL comparative advantagesWhich should result in changing customer perceptions?Actively participate in industry associations that place a high priority on issues that impact MOILcompetitiveness such as mutual recognition ofstandards/certificates the enforcement of rules for allservice providers.

Targeting and Positioning

The Above SIX market segments identified in section can be further condensed, since Some have very similar needs. There are potentialTarget segments for MOIL.

Customer Groups

All-rounder Consultant

Explorer

Producer &Marketer

8

Intermediary

Integrated MOIL

Positioning and Marketing Objectives

MOIL should position their business along five dimensions.8 the first dimension isRelationship orientation; the other four dimensions are related to marketing instrumentsAs described in the marketing plan. In order to successfully position their business, MOIL need to determine their customers’ preferences, and target their marketing approachaccordingly. The following tables summarize the target positions and associated Marketing objectives.LSP Target PositionRelationship OrientationCustomers suggest that MOIL change their attitude towards customers, andShow their target segments that they are genuinely interested in movingFrom a transactional to a relationship-oriented business approach.

MOIL should position themselves as the trustworthy, experienced localAlternative to OSP. They should employ all comparative advantages in theirInteraction with customers so that customers are willing to buy from themFor the advantages they see. MOIL should also be prepared to step in whenOSP 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 toExpectations and that it is preferable to employ local businesses.

Services (Product Marketing)MOIL should have a well defined and recognized service profile thatUnderlines their experience in at least one core area.MOIL should be able to offer meaningful service bundles to target segmentsthat prefer bundles. The services can

9

be combined by use of internal andexternal sources.Regardless of size, MOIL should consider co-operation with other MOIL andalso with OSP to create a more attractive offering.

Pricing for ServicesMOIL should achieve a price level that, before taxes, is similar to OSP; MOILShould be able to submit a sufficiently strong service offering (usingcomparative advantages)so that potentially higher prices are acceptable tocustomers.Within limits that do not hurt the sector’s image, MOIL could practice priceDifferentiation between target segments and customers, depending on theirPrice sensitivity. MOIL could also differentiate prices for transactional versus relationshipbasedbusiness (transactional business tends to be more urgent andCustomers are willing to pay higher prices).

MarketingCommunicationMOIL should attempt to gain the same access to customers as OSP in orderTo place their marketing communication messages.MOIL should communicate with customers in a neutral to positiveenvironment where the MOIL message is heard and understood.LSP Marketing Objectives Marketing PlanningThis section includes a marketing plan that specifies the use of marketing instruments:Service (product) management, pricing, marketing communications (promotion) andMarketing channels/contracts. The marketing plan takes into consideration differentSizes of MOIL and ties together marketing activities at all levels of the service sector.

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Chapter- 6

Research Methodology

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

11

present pool ofknowledge. 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 collection-

1. Observation method2. Interview method3. Through questionnaire 4. Through schedule 5. Using mechanical devices 6. 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 someone else and which have already been passed through the statistical process.

12

The resources of the secondary data are…

1. MOIL.2. Internet.

The tool used in the research for the project is:-

The research conducted in this project issurvey or field research. .

In this research questionnaire are used as data collection method. Primary data is collected form 20 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 therespondents who arescattered in a vast area and to achieve success in collecting reliable and dependable data.

PRIMARY RESEARCH OBJECTIVES

To know the Transportation and Logistics process of MOIL company

13

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

I) RESEARCH DESIGN FORMULATION :

The research design formulation it’s depend of the PRIMARY DATA AND SECONDRY DATA.

The secondary data is already collected.

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

Stage 2:

14

Telephone surveyPersonal survey

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

15

Chapter- 7

DATA INTERPRETATION

INTRODUCTION

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 transports vehicle of MOIL .

1. How the customer came to know about the product?

16

COLUMN DIAGRAM

0

10

20

30

40

50

60

Through verbal publicity

Through companies market-ing executive

Throug an existing customer

Column diagram showing customer knowing about Manganese

Data Interpretation:-

Out of 20 customers 15% known in verbal publicity. And it’s help to know the product

Out of 20 customers25% known in companies marketing executive because there telephonic attachment

Out of 20 customers, 60% is already the existing customer

2. What makes you to buy this product?

17

0

5

10

15

20

25

30

35

40

45

usefullnes

Experience

Brand name

regurlar customer

Column diagram showing customers about buy this product,

Data Interpretation:-

Out of 20 customers 23% in favour of usefulness because the quality of product is good.

Out of 20 customers15% in favour of experience because they using the product from many years.

Out of 20 customers, 45% in favour of Brand name because the moil is the big name.

Out of 20 customers, 27% in favour of Regular customer because the existing customer.

3. From where do you buy& bring this product?

0

10

20

30

40

50

60

70

Mines Warehouses

Column diagram showing about price play decisive role for buy this product.

Data Interpretation:-

18

Out of 20 customers 65% in favour of doesn’t matter

because the avaibility of the manganese is low.

Out of 20 customers15% in favour of could be cheaper

because the price is high.

4. Is the Mahindra Navistar(products) good enough to fulfill your requirements?

0

10

20

30

40

50

60

Yes

NO

Better shape

cant says

Column diagram is showing about product design requirement

Data Interpretation:-

Out of 20 customers 55% in favour of Yes because the size and shape is depend open mines production.

Out of 20 customers13% in favour of No the size is maintain by the customer.

Out of 20 customers, 25% in favour of Better shape. Because the size is already is good shape

Out of 20 customers, 7% in favour of Cant say.

5. Do you think that the company should have made any extra efforts to advertise this product?

19

01020304050607080

Yes

NO

Cant say

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

Data Interpretation:-

Out of 20 customers 22% in favour of yes because the company only display in internet and personnel magazines.

Out of 20 customers75% in favour of No because the Moil has fulfil l the 75% to 80% manganese demand.

Out of 20 customers, 13% in favour of Cant say.

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

0

10

20

30

40

50

60

Advertisement

Publicity through internet, teliv-ision

initial price discount

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

Data Interpretation:-

20

Out of 20 customers 15% in favour of Advertising because there is no any advertisement activity.

Out of 20 customers32% in favour of Publicity through internet, television.

Out of 20 customers, 53% in favour of Cant say.

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

0123456789

Price

Quality

prompt delivery

Discount

Brand name

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

Data Interpretation:-

Out of 10/8 in Price because there is no any option. Out of 10/8 in because the quality is good. Out of 10/7in Prompt Delivery. Out of 10/6 in Discount it should in increase the sales. Out of 10/9 in Brand name

8. Are you satisfied with Mahindra Navistar product?

21

0

10

20

30

40

50

60

70

Satisfied

somewhat Satisfied

Dissatisfied

Neither satisfied nor Dissatisfied

Column diagram is showing about satisfied with this product.

Data Interpretation:-

Out of 20 customers 65% in favour of Satisfied because the Mahindra Navistar it maintain the quality.

Out of 20 customers13% in favour of Somewhawhat satisfied.

Out of 20 customers, 12% in favour of dissatisfied because there is no bargaining option.

Out of 20 customers, 10% in favour of neither satisfied no Dissatisfied.

22

Chapter- 8

RECOMMANDATION & SUGGESTION

RECOMMENDATIONS:

The company must build up various product Heavy motor vehicle [HMV]. Hence, the Mahindra Navistar company should improve upon its product mix in order to cater to the entire Manganese market.

23

The Mahindra Navistar company must incorporate flexible credit policy towards the customers.

It is recommended that theMahindra Navistar company must improve upon its quality of vehicles so that the customer does not have to do the additional work and hence, in turn the handling of end users becomes easier.

The Mahindra Navistar company must communicate its marketing policyclearly to the customers.

Knowledge about how the company works towards their betterment.

The MOIL 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 Mahindra Navistarcompany must try to provide accurate order-quantity delivery so that the customer develops faith 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 company’s 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.

24

Chapter- 9

CONCLUSION

CONCLUSION

Among all Manganese production company the MOIL is high

percentage of customers.

25

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

26

Chapter- 10

BIBLIOGRAPHY

BIBLIOGRAPHY

Marketing Management-By Philips Kotler

Marketing Management-By S.Ramaswami

Mahindra Navistar Automotive Ltd. (MNAL)

27

(www.mahindranavistar.com)

Augusta Motors PVT.LTD“Near Deshounnati Press, Amravati Road, Nagpur-440023

MANGANESE ORE (INDIA) LIMITED(A Government Enterprise)

“MOIL BHAWAN”, 1-A, KATOL ROAD, NAGPUR 440013Web site: www.moil.nic.in

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 28

Name of the person_____________________________________

Contacted

Address

Ph. No.

Date

Signature

2. How the customer came to know about the product?

Through verbal publicity Through companies marketingexecutive

Through an existing customer

3. From where do you buy& bring this product?

A. Mine

. B. Warehouse

4. Is the Mahindra Navistar(products) good enough to fulfill your requirements?

A. Yes B. No C. Better shape D. Cant says

5. Do you think that the company should have made any extra efforts to advertise this product?

Yes No cant say

29

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

Advertisement Publicity through internet, television

Initial price discount

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

a. Price Quality prompt delivery Discount Brand name

8. Are you satisfied with Mahindra Navistar product?

Fully satisfied somewhat satisfied

Dissatisfied neither satisfied nor dissatisfied

Submitted By: THANK

YOU

ROSHAN N. MOUNDEKAR

NILESH R. MORE

(MBA IV SEM)

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