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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, Guided by

Mineshwar B. Sahu Prof. Kartik Uttarwar

(MBA IV)

LOKMANAYA TILAK INSTITUTE OF

MANAGEMENT STUDY AND RESEARCH,NAGPUR

(SESSION 2008- 2010)

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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, Principle

Prof. Kartik Uttarwar Dr. Vijay Ainchwar

(LTIMSR)

Date:

Place: Nagpur

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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 beensubmitted earlier to any University or Institute for the award of any degree/diplomaetc.

Place: Mineshwar SahuDate: (MBA IV SEM)

ACKNOWLEDGMENT3



This report describes my first exposure to an company. With deep satisfaction andimmense 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 Traineewith Logistic Department.

It is my proud privilege that I have got an opportunity to work with an esteemedorganization like UTS Logistic Company. Its contributing working environment andculture 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 projectin his department. His valuable suggestion helped me to compile and prepare thisreport.

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 Iexplored 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 mehow to work hard and play harder. Their contribution can never be quantified becauseof immense practical knowledge that they have imparted.

Last but not the least, a special thanks goes to all other staff who have lend a helpinghand 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 havegathered from these precious guides.

Besides the above mentioned, many officials of MOIL have been very cooperativeand helping. Without their encouragement and constant guidance I could not havefinished this project. In spite of their busy schedules, they were always there to meetand talk about my ideas, my views, and my queries. It has been most pleasurableworking at MOIL.

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TABLE OF CONTENTS.

Sr.

No.

Title Page no.

1. EXCUTIVE SUMMARY OF PROJECT 1

2. COMPANY PROFILE 5

3. SCOPE OF PROJECT 21

4. HYPOTHESIS 23

5. RESEARCH METHODOLOGY 25

6. DATA INTERPRETATON 30

7. SUGGESTION &

RECOMMANDATION

38

8. CONCLUSION 41

9. LIMITATION 43

10. BIBLIOGRAPHY 45

11. ANNEXURE 47

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Chapter- 1

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

It gives me immense pleasure to present this report on “Manganese ore India

Limited”. (MOIL), Katol Road, Nagpur”.

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This report addresses the various issues, which would help the organization to knowthe expectations of customers of Manganese ore India Limited. About the promotionof 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 systematicmethodology.

I have ensured my best to cover all the aspects related to this topic and make thereport purposeful.

The project was basically a Market Research Project where we got an opportunity toapply our theoretical concepts in the project that helped us in better understanding thesame.

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.

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8



OrganizationOrg

anization

9

Chairman-cum-Managing Director

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

GM

(Materials)

GM

(Production)

DGM

(Mktg.)

Sr.DGM

(Mech.)

Sr.DGM

(Process)Sr.DGM

(Pl.& Env.)

Sr.DGM

(Safety & Trg.)

DGM

(Civil)

DGM

(Elect.)



Chapter- 2

Company profile

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COMPANY PROFILE

MANGANESE ORE (INDIA) LIMITED

Manganese Ore (India) Limited (MOIL) a Miniratna PSU was originallyset up in the year 1896 as Central Province Prospecting Syndicatewhich was later renamed as Central Provinces Manganese OreCompany Limited (CPMO), a British Company incorporated in the UK.In 1962, as a result of an agreement between the Government of Indiaand CPMO, the assets of the latter were taken over by the Governmentand MOIL was formed with 51% capital held between the Govt. of Indiaand the State Governments of Maharashtra and Madhya Pradesh andthe 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 Ministryof Steel.

At present, MOIL operates 10 mines – six located in the Nagpur andBhandara districts of Maharashtra and four in the Balaghat district of Madhya Pradesh. All these mines are about a century old. Exceptingthree, rest of the mines are worked through underground method. TheBalaghat Mine is the largest mine of the Company which produces oneof the best quality manganese ore in the country is also the deepestunderground manganese mine in Asia. The mine has now reached adepth of over 500 meters from the surface. Dongri Buzurg Minelocated in the Bhandara district of Maharashtra is the largest opencast

mine that produces manganese dioxide ore used by dry batteryindustry. This ore in the form of manganous oxide is used as micro-nutrient for cattle feed and fertilizers. MOIL fulfills about 70% of thetotal 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 isaround 0.9 million tonnes which is expected to grow in the comingyears. MOIL has set up Ferro Manganese Plant (10,000 TPY) andElectrolytic Manganese Dioxide (EMD) Plant (1000 TPY) as per its

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diversification plan for value addition to manganese ore. MOIL isfurther considering setting up Captive Power Plant, expanding thecapacity of ferro manganese plant and setting up a new SilicoManganese Plant to meet the ever increasing demand of the ferroalloys 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 adoptingthe start of the art mining technology through innovative solution providing customer satisfaction with quality services and delivery to maintain the status of market leader inmanganese industry in India to diversify into areas for value addition based manganeseOre to developed our mines to have optimum production capacity at all times withoutcompromising safety and environment protection continuously striving for efficient, cost-effective 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 firstyear another 15.2 MW capacity of wind Turbine generation plants is under installationAsia’s first state of the art modern 5,00,000 TYP beneficiation plant at balaghat iscommissioned winner of NATONAL energy conservation award 1st prize in mining

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sector for the first time since inception MOIL has been awarded the prime minister’smerit certificate for MOIL ha bagged 3 awards in national safety awards by min. of labour Memorandum of understanding with the government continuously with excellencerating 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 aidenvironment awareness, etc.

Quality Policy

To maintain Quality at all stages To create Quality consciousness amongst all employeeTo enhance Total Customer Satisfaction through prompt delivery of Quality material andservices To bring Quality Management through performance leadership To continuouslymaintain 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 andmanganese ore had been on the increase since the beginning of last year. To meet theincreased demand, the Company had to put in extra efforts to increase production andquality so that the supplies to the domestic ferro alloy products could be met to themaximum extent possible. Though there has been a glut of export enquiries for MOILore, the Company did not make any shipments as it is committed to fulfill domesticrequirement 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

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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 inthe coming years. MOIL has set up Ferro Manganese Plant (10,000 TPY) andElectrolytic Manganese Dioxide (EMD) Plant (1000 TPY) as per its diversification planfor value addition to manganese ore. MOIL is one of the Biggest Public sector inManganese 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 marketthat 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

• TARGETING AND POSITIONING

• COMPETITVE AND STRATEGIC

• ANALYSIS

Market Analysis and Segmentation

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

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(Demand side) and providers of such services (supply side), mainly in the upstream partOf 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 companiesOutsource activities is service providers. The more complex these outsource servicesTherefore, 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 providers

Direct

Service Manganese Key ServiceProvider Company Provider

Oi l

Indirect Pr

MOIL should determine an FERRO AND SILICA preference for sourcing. If theFERRO AND SILICA prefers to source Indirectly, MOIL marketing efforts should

primarily target their preferred service providers.

*Ferro and silica service providerThis marketing strategy differentiates between primary and secondary. FERRO ANDSILICA Services. Primary services are those that are more likely to be procured directly

by FERRO AND SILICA while, secondary services are typically procured directly byFERRO AND SILICA.As well as by other service providers.

MANAGANSECompanies

Primary Services Providers

Secondary ServicesProviders

Transportation15



Trucking

Safety /HealthServices

GeneralSupplies andSupplyServices

ProfessionalServices

Other Services

Market SegmentsThe objective of market segmentation is to identify meaningful segments so thatMarketing activities directed at these segments are more effective than if they had beenDirected to all customers alike. Market segmentation tries to identify distinct behaviors inCustomer groups. This marketing strategy uses “customer needs” as the primary criterionfor 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 theforemost question: What can I do for this customer? It projects the service provider’soffering and capabilities onto a customer’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 the customers in a particular marketsegment. The following figure shows six market segments, which cross all sizes of companies. The market segments represent the various types in manganese companies, aswell as Service providers.

1) Exploration & Product

2) Exploration focused

3) Marketing focused

4) Other Service Providers

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5) Manganese Company

6) Field Management

Company

Competitive and Strategic Analysis

This section concentrates on competitive aspects of the supply side of the company. ItDescribes comparative advantages that manganese can use to overcome market barriersand 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 importantthatMOIL consistently communicate their advantages to reinforce a positive image withtheir Manganese customers

Local Expertise: MOIL is located near where the customer’s needs are to be satisfied.MOIL knows the geography, infrastructure, climate and weather, and other particularitiesof the area. They understand geographic directions to; for example, find a location in anunmapped area

.Business Community: MOIL is part of the local business community and supplynetwork and knows who provides particular products or services. Therefore, they canusually 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 arelocated. They can satisfy customer needs immediately and can respond to customer complaints effectively. They can also address emergencies and critical situations on wellsites more quickly.

Flexibility: MOIL is open for business. They require no or short setup times. MOIL ismore readily available to provide required services. They can react quickly to changingcustomer needs and requests. To a certain extent, MOIL can adjust their capacity quickly

by engaging local subcontractors with whom they have established relationships.

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Cost Advantages: Transportation costs incurred in providing a service or deliveringgoods are usually lower than for Manganese. In addition, if customers factored potentialtime savings (travel time, shipping time) into their calculations, they may realize thatthey can benefit from significant cost advantages by sourcing locally. This would holdtrue even if, after tax, MOIL charge higher prices than OSP.

Value-Added Services: MOIL may be able to add services to their core service offeringthat 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, alocal construction business could offer customers a service to temporarily storeequipment 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 Nationsauthorities, businesses and individuals.

Knowledge of BC Regulations: MOIL has better knowledge of the specific BCrequirements 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 thelarger size and greater maturity of their local markets, OSP have reliable access to amuch 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 andregulations. MOIL is reported to 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 availability of services and emphasize MOIL comparative advantagesWhich should result in changing customer perceptions? Actively participate in industryassociations that place a high priority on issues that impact MOIL competitiveness such

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

Compete EffectivelyThe MOIL service sector in BC appears to be in growth mode, however thereIs 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 tocompete. Sustain and growth strategies differ with regard to the management of businessRelationships, resources (capacity) and skills.

Relationships: Focus on repeat business within existing customer base ._ Selectivelytarget new customers Maintain existing customer base actively pursue opportunitiesOutside existing customer base.

Resources (Capacity): Exploit business opportunities to utilize existing capacity

Consider capacity reduction to ensure profitability Aim for efficiencies to do moreBusiness with existing capacity Expand capacity through internal growth or partnerships.

Skills: Develop or buy basic skills to satisfy customer needs and business requirementsComplement skills with selected partnerships Develop or buy advanced businessdevelopment skills Seek strategic partnerships with other service providers andcustomers.

Targeting and Positioning

The Above SIX market segments identified in section can be further condensed, sinceSome have very similar needs. There are potential Target segments for MOIL.

Customer Groups

All-rounder Consultant

Explorer

Producer &Marketer

Intermediary

Integrated MOIL

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Positioning and Marketing ObjectivesMOIL 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 marketingapproach accordingly. The following tables summarize the target positions andassociatedMarketing objectives.LSP Target Position

Relationship Orientation

Customers 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 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 localAlternative to OSP. They should employ all comparative advantages in their Interaction 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 theOpportunity 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 segments that prefer bundles. The services can becombined by use of internal and external sources. Regardless of size, MOIL shouldconsider co-operation with other MOIL and also with OSP to create a more attractiveoffering.

Pricing for Services

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

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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 withcustomers in a neutral to positive environment where the MOIL message is heard andunderstood.

Sales Channels and Contracts

MOIL should actively market services to head offices in Calgary, either aloneOr 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 aFocus on smaller, short-term deals. MOIL should actively look for indirect saleschannels, 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) andMarketing channels/contracts. The marketing plan takes into consideration differentSizes 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 whichThe offering satisfies customer needs. This analysis should involve all staff who dealswith customers and include service feedback interviews with customers. Companiesshould also look at competitors among MOIL and OSP to identify potential improvementareas and ideas for changes to their service offering. A culture of continuousimprovement 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

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• 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 toObserve the market and implement new approaches, while managing the risksAssociated with change. At the close of the busy season, the organizational and financialRequirements of intended changes should be assessed. Revised service offerings shouldBe well developed and implemented before the 2005/2006 busy season starts. ThisShould give enough lead-time to find, where required, the right partners and to adjustOther marketing instruments (pricing, promotion, channels). Service offering reviewsshould become part of a regular marketing routine. Employees should be encouraged toshare their ideas and service feedback interviews with Customers should be carried out.This approach will improve service management, customer relations and employeecommitment. The MOIL should communicate all service offering adjustments to themarket.

Working with Associations and Governments

Associations could assist MOIL with service reviews and bring MOIL in similar marketPositions together to jointly work on their marketing approach, for example in workshopsAssociations could also probe regional markets to identify key services that are missingLocally and are provided by OSP. Associations should educate MOIL on the potential

benefits of the Government’s 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 beStarted 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 qualificationInitiatives in Northeast BC support the development of the service offering of the sector.Concurrent with association initiatives, Governments can support with marketInformation. Further, associations should engage governments to ensure that humanResources qualification and attraction initiatives in Northeast BC support theDevelopment 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.


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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 theShort-term and the long-term. In the upstream Ferro and silica, market prices play anImportant role. Customers in the industry tend to accept prices as long as they are notExcessive. 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 mustExplore 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 aMore strategic level, they should work with customers to identify areas where both sidesCan save costs through improvements in forecasting and operational processes. ThisWould 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 thatAllows MOIL to obtain a competitive cost base, and to adjust their prices to marketConditions. They should work together, concentrating on tax and other regulations thatAdversely 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. Unduehurdles 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 promoteTheir business and their relationships with customers. This section recommendsMarketing communication activities and integrates them into a three-year plan withtypical budgets for small and large MOIL .11 The plans need to be adjusted to thespecific conditions and objectives of each MOIL . Potential promotional activities of

associations and governments should be linked to MOIL activities to reflect the sectoralnature of the marketing plan.


MOIL should use those marketing communication instruments that enhance visibility andsupport the development of long-term business relationships with their customers.Important instruments are events (exhibitions, conferences, trade missions), company

Directories and websites.

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Marketing communication activities such as advertising and public relations are lessImportant under current market conditions in Northeast BC. Advertising is generally notVery 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 planincludes a list of media where advertising may be appropriate under Certain circumstances.

Communication Basics

MOIL should meet basic marketing communication requirements. In particular, theyShould have a proper corporate design and apply it consistently to all marketing activitiesas well as to supporting materials (such as marketing literature, business cards,MAGZINE and stationery). Numerous already have a corporate design and associatedmaterials. Marketing communication basics should be reviewed in light of repositioningthe 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 andPricing? Are they consistent with marketing communication by relevant associations andGovernment initiatives? The Manganese ore India ltd. should strive for high qualitymarketing materials that demonstrate MOIL commitment to their customers.

Marketing EventsMarketing events have potentially the highest relevance in marketing communication for MOIL. They enable face-to-face communication with customers outsideRoutine situations and their offices. Trade shows and conferences, as well as CRICKET

Tournaments and other business functions, benefit from the excitement building upAround them. Participants get together to exchange information and network.Participants in great events remember them for a long time. MOIL can be activelyInvolved in events, for example as an exhibitor at a trade show, or more passively as aVisitor. 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 andConference 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 company’s premises, in the lobby, in a meeting room or inOther areas. Company brochures can be economically manufactured in large quantitiesAnd should then be widely used. The list of industry events in trade shows andconferences that are either highly relevant industry events with a wide range of target

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groups or specialized events. Both types are suitable for MOIL involvement. With regardto general industry events and specifically targeted, MOIL should consider and FERROExposition in Calgary as a first time demonstration of their repositioned business.The service sector could have a joint booth to communicate the sector’s messages.Associations and/or the Government would be ideal partners to co-ordinate the sector’sappearance. The 2005 event could serve as a test case for the even more prestigious.Service sector should be completely repositioned. Apart from these industry megaEvents, the service sector should continue to organize the Conference,Probably the only industry event with a clear focus on business. The event’s agendashould focus on business development opportunities. The hospitality feltBy participants during the last conference in such events are capable of creating a

positive environment for building relationships with target segments.

Trade MissionsTrade 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 Governmentled Trade mission to Calgary in June 2006 was considered very successful byParticipating MOIL. The Government has plans to lead missions twice per year to, wheremost of the relevant customer organizations are located. Similar events should beconsidered 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 event’s reach, and should take

place.

Sales Channels and Contracts

MOIL should reconsider their approach to selling to their target segments. Acting locallyis not sufficient if the MOIL wants to have more than transactional business.Prequalification in the form of MSA is often required.

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Chapter- 3

Scope of project & Benefits

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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 company’s products (Ferro, silicamanganese) 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.

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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

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HYPOTHESIS

Hypothesis 1 .

More than 80% of customers are satisfied with MOIL.

• H0 (Null Hypothesis) :- More than 80% of cus tomers a re

satisfied with MOIL

• H1 (Alternate Hypothesis): - More than 50% of customers are

not satisfied with MOIL.

Hypothesis 2.

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

• H0 (Null Hypothesis):- MOIL have 80% market share in INDIA.

• H1 (Alternate Hypothesis) :- MOIL does not have 50% market

share in INDIA

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Chapter- 5

Research Methodology

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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 collection-

1. Observation method2. Interview method

31



3. Through questionnaire4. Through schedule5. Using mechanical devices6. 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…

1. MOIL.2. Internet.3.

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 cust omers.• Secondary data is collected from MOIL

Questionnaire

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

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PRIMARY RESEARCH OBJECTIVES

• To know the expectations of customers of Ferro manganese, and silicamanganese.

• To know the extent of satisfaction and dissatisfaction of existing buyers and usersof 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 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

33

Sales records:

Addresses of

customers

Miscellaneous

Reports

• Annual

Report

Internal Experts

Dept Teams:

• Sales

• Marketing

. Accounting records

• Pricing



External Data

Stage 2:

The second stage consists of a more important and elaborative stage called as ConclusiveResearch which in turn consists of descriptive research. This step involves primary datacollection

Descriptive research

34

Telephone

survey

Personal

survey

Govt. Sources

• Census data

• Economic Survey

Syndicated Sources

• Wholesalers and retailers

who record their

purchases, sales and

inventory every

month(Audit data)



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

0

10

20

30

40

50

60

Through verbal public

Through companies

marke ting executive

Throug an existing

customer

Column diagram showing customer knowing about Manganese

Data In te rp re ta t ion : -

• Out of 100 customers 15% known in verbal publicity. Andit’s help to know the product

• Out of 100 customers 25% known in companies marketingexecutive because there telephonic attachment

• Out o f 100 customers, 60% is al ready the existingcustomer

2. What makes you to buy this product?

0

10

20

30

40

50

usefullnes

Experience

Brand name

regurlar custom

Column diagram showing customers about buy this product,

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• Out of 100 customers 23% in favour of usefulness becausethe quality of product is good.

• Out of 100 customers 15% in favour of experience becausethey using the product from many years.

• Out of 100 customers, 45% in favour o f Brand namebecause 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?

0

10

20

30

40

50

60

70

Doesn't matter

could be cheap

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


• Out o f 100 cus tomers 65% in favour o f doesn’t 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.

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

0

10

20

30

40

50

60

70

Better

same as other

could be more bett

Column diagram is showing about Quality is better than other product.


• 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 usethe good technology.

5. Is the products structural design good enough to fulfill

your requirements?

0

10

20

30

40

50

60

Yes

NO

Better sha

cant says

Column diagram is showing about product design requirement

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• Out of 100 customers 55% in favour of Yes because thesize and shape is depend open mines production.

• Out o f 100 cus tomers 13% in favour o f No the s ize ismaintain by the customer.

• Out o f 100 cus tomers, 25% in favour o f Bet ter 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?

0

20

40

60

80

Yes

NO

Cant s

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


• Out of 100 customers 22% in favour of yes because thecompany only display in internet and personnel magazines.

• Out of 100 customers 75% in favour of No because the Moilhas fulf i l l the 75% to 80% manganese demand.


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

larger customer?

39



0

10

20

30

40

50

60

Advertisement

Publicity through intern

telivision

initial price discount

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


• Out of 100 customers 15% in favour of Advertising becausethere is no any advertisement activity.

• Out of 100 customers 32% in favour of Publ ic i ty throughinternet, television.


8. On a scale of 1 to 10 how much score you give to following factors while

purchasing this product?

0

2

4

6

8

10

Price

Quality

prompt deliv

Discount

Brand name

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


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?

0

10

20

30

40

50

60

70

Satisfied

somewhat Satisfie

Dissatisfied

Neither satisfied nDissatisfied

Column diagram is showing about satisfied with this product.


• Out of 100 customers 65% in favour of Satisf ied because

the MOIL it maintain the quality.

• Out o f 100 cus tomers 13% in favour o f Somewhawhatsatisfied.

• Out of 100 customers, 12% in favour of dissatisfied becausethere is no bargaining option.

41



• Out of 100 customers, 10% in favour of neither satisfied noDissatisfied.

Chapter- 7

RECOMMANDATION&SUGGESTION

42



RECOMMENDATIONS:

• The company must build up various shapes and sizes Manganese. Hence, thecompany should improve upon its product mix in order to cater to the entireManganese 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 additionalwork 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 customersso 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 nothave to bear losses since their trucks are waiting in the company for a long timeand hence cannot be used elsewhere.

• The company must try to provide accurate order-quantity delivery so that thecustomer develops faith

43



• Towards the company and does not have to check the quantity delivered each timethe order is placed.

• From all these it found that the company must do something for marketing thecompany’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.

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 product ion company the MOIL is h igh

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 becompleted.

2. Budget constraints:

48



Since no TA/DA is being paid by the company, therefore this will cause a limitation onthe part of the researcher since the data collection from the customer will involve visitingthe customer’s places, hence accuracy of research will get affected as traveling mayinvolve 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

http://www.moil.nic.in/

http://www.moil.nic.in/



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 tocomplete our promotional effectiveness survey. Your responses will help us to addressany 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 companies marketing executive

Through an existing customer

3. What makes you to buy this product?

Usefulness Experience

Brand name Regular customer

4. Does the price play a decisive role while buying this product?

A doesn‘t matter.

B. could be cheaper.

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

Better same as other

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

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 Publicity through internet, television

Initial price discount

9. On a scale of 1 to 10 how much score you give to following factors while

purchasing this product?

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a. Price Quality prompt delivery Discount Brand name

10. Are you satisfied with this product?

Fully satisfied somewhat satisfied

Dissatisfied neither satisfied nor dissatisfied

Submitted By: THANK YOU

MINESHWAR SAHU

(MBA IV SEM)

57

moil project mba iv

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