Retail Visual Identity at Petrol Pumps

PROJECT REPORT

Submitted to the University Of Petroleum and Energy Studies in partial

fulfillment of the requirements leading to the award of the Degree of

MBA in Oil and Gas Management

By

Mr. Rahul Shukla

(Reg. No. r250208021)

Under the guidance of

Mrs. Anupama.T

2008 - 2012

DEPARTMENT OF MANAGEMENTUNIVERSITY OF PETROLEUM & ENERGY STUDIES

Energy Acres, P.O Bidholi Dehradun – 248007

1

CERTIFICATE

This is to certify that the dissertation, entitled “Retail Visual Identity at Petrol

Pumps”, submitted to the University Of Petroleum and Energy Studies, in partial

fulfillment of the requirements for the award of the Degree of MBA in Oil and Gas

Management is a record of original research work done by Mr. Rahul Shukla,

During the period of her study (2008 - 2012) in the Department of Management at

University of Petroleum and Energy Studies, Dehradun, under my supervision and

guidance and the dissertation has not formed the basis for the award of any Degree /

Diploma / Associateship / Fellowship or other similar title to any candidate of any

university.

______________________

Guide and Supervisor

_______________ _________________________

Dean Course Coordinator/

Head of the Department

2

DECLARATION

I hereby declare that the dissertation, entitled “Retail Visual Identity at

Petrol Pumps”, submitted to the University Of Petroleum and Energy Studies, in

partial fulfillment of the requirements for the award of the Degree of MBA in Oil

and Gas Management is a record of original research work done by me during the

period of 2008 - 2012 under the supervision and guidance of Ms. T.Anupama,

Lecturer in Research Methodologies and Quantitative Theory, and it has not

formed the basis for the award of any Degree / Diploma / Associateship /

Fellowship or other similar title to any candidate in any university.

Place: Bidholi, Dehradun

Date: Signature of the Candidate

3

ACKNOWLEDGEMENT

I express my whole hearted thanks to Mr./Ms.----------, Managing Trustee,

--------------, Secretary, ------------- Institution, -----------place, for having given me

the opportunity to undergo this course and to undertake the project work.

I express my sincere thanks toMr/Ms.--------------------- ., Dean/Associate

dean/hod/course coordiantor, ------------------university , -----------------place, for

her/his support and for all the resources provided.

I am extremely grateful to Mrs./Mr., ------------Lecturer/Assistant

professor/associate professor/professor in ---------------, Department of

Management, and-----------------university , -------------place, for her/his sustained

interest and advice that have contributed to a great extend to the completion of the

project.

I would like to thank Mrs/Mr.--------------., Lecturer/Associate Prof/Prof

Department of Management for all the help

I express my gratitude and sincere thanks to my family and friends and their

encouragement and valuable support throughout my study.

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C O N T E N T S

Page nos.

EXECUTIVE SUMMARY ……………………………………………………… 7

INTRODUCTION………………………………………………………………. 9

RESEARCH OBJECTIVES ………………………………………………….. 10

RESEARCH METHODOLOGY……………………………………..………… 11

FINDINGS

Chapter 1 …………………………………………………………….………… 12

Overview of petro-retail business

in India

Chapter 2 …………………………………………………………….………… 26

What is Retail Visual Identity(RVI) ?

Chapter 3 ………………………………………………………….………… 28

Constituents of RVI

Chapter 4 ……………………………………………………………………… 31

Implementing RVI at Petro-retail outlets:

Tools needed & Examples

Chapter 5 ……………………………………………………………………… 45

Benefits of implementing RVI

Chapter 6 ……………………………………………………………………… 53

Major challenges involved

Chapter 7 …………………………………………………………………… 56

Success stories: Companies who have benefited by

5

Implementing RVI

Chapter 8 …………………………………………………………………… 57

Associate companies providing RVI services

to oil companies.

Chapter 9 …………………………………………………………………… 66

A summary of Opportunities and Challenges

Chapter 10…………………………………………………………………… 68

Questionnaire & its Analysis

Chapter 11 …………………………………………………………………… 77

Conclusions

Bibliography (Chapter Wise) ……………………………..….………… 78

EXECUTIVE SUMMARY

6

The objective of this Dissertation study is to understand the

constituents that provide a winning or a successful Retail Visual Identity

(RVI) to retail outlets, when employed and why it is imperative for

companies to establish a winning RVI in the 21st century.

Retail Visual Identity consists of creating and maintaining a uniform

visual identity in the form of colour, symbols, shape and structure

across retail outlets of companies, with the objective to differentiate

brands and enhance consumer brand recall.

In the era of intense competition when companies are competing to

offer similar products and services to the same set of consumers, it has

become essential, if not mandatory for companies to grab the

‘mindspace’ of consumers and ensure high brand recall levels.

The market has become claustrophobic with shelves overflowing with

similar products, each possessing features promised to outperform the

others. A Retail outlet is an important interface between a company and

its consumers. It is the place where consumers get to “feel” the

company as far as the buying experience is concerned, which in turn,

increases or decreases the consumers’ motivation to visit again or make

repeat purchases.

Petrol stations, which are the retail outlets for oil and gas production

and marketing companies – also known as Petro-retailing companies -

have been chosen for the purpose of this study.

What are the factors that create and maintain a successful visual

identity, how can a winning RVI be achieved and what are some

challenges and opportunities for companies striving to do so, is the

objective of this study.

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Some benefits for companies include brand differentiation, enhancing

consumer brand recall and satisfaction thereby leading to long-term

profitability for the company over other competing companies.

INTRODUCTION

The objective of the study is to understand the constituents that

provide a successful Retail Visual Identity (RVI) to retail outlets, when

8

employed and why it is imperative for companies to establish a winning

RVI in the 21st century.

Retail Visual Identity consists of creating and maintaining a uniform

visual identity in the form of color, symbols, shape and structure across

retail outlets of companies, with the objective to differentiate brands

and enhance consumer brand recall.

In the era of intense competition when companies are competing to

offer similar products and services to the same set of consumers, it has

become essential, if not mandatory for companies to grab the ‘mind

space’ of consumers and ensure high brand recall levels.

The market has become claustrophobic with shelves overflowing with

similar products, each possessing features promised to outperform the

others. A Retail outlet is an important interface between a company and

its consumers. It is the place where consumers get to “feel” the

company as far as the buying experience is concerned, which in turn,

increases or decreases the consumers’ motivation to visit again or make

repeat purchases.

What are the factors that create and maintain a successful visual

identity, how can a winning RVI be achieved and what are some

challenges and opportunities for companies striving to do so, is the

objective of this study.

RESEARCH OBJECTIVES

1) To assess the current status of Petro-Retail business in India,

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2) To define Retail Visual Identity and identify its constituents,

3) To identify the tools which are required to implement RVI in a

petrol retail outlet and to demonstrate with examples the

constituents of RVI. And,

4) To identify the benefits of implementing RVI

RESEARCH METHODOLOGY

The Study on Retail Visual Identity will be conducted through primary and

secondary research. The secondary source will be Internet Sources and

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websites. It is with an objective of understanding RVI better with visual

illustrations, pictures and tables wherever deemed necessary.

RVI in India, today, is still at a very nascent stage with respect to its

implementation across all the retail outlets of a particular oil company and this

holds true for other companies as well. While much written literature on RVI is

available abroad, only its application has visibly manifested itself in the form

of new-look petrol pumps that we see today. The intention thus, is to extract

and organize all the matter available on Retail Visual Identity in the Internet in

a structured form and understand it within the scope of the project.

The primary source will be to collect data from the RO and consumers.

Sample Design:

Non probabilistic judgmental sampling for RO and random sampling for

consumers.

Sample Size:

Ten retail outlets subject to variation as per judgmental sampling & 50

consumers.

Research Instruments:

Primary data from surveys and RO visits and descriptive study for the

consumers.

Research measurement:

Accuracy will depend on the confidence level which is expected to be

around ninety five percent.

1.1 RETAILING

Retailing consists of all the activities directly related to the sale of

goods and services to the ultimate consumer for personal, non-business

use. The retail environment is one of the most competitive of all

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business conditions. Whether stores are lined up along a street or

within a mall, the contest for customer attention is ever prevalent.

Retailers have a number of different communications needs which

visual design and displays can fulfill. In addition to the need for visual

impact, retailers require an image which is appropriate to their

marketplace and which is carried through the separate visual

components of their business; their signs, displays, promotions, etc.

Study of the target customers and their age profiles need to be kept in

mind before embarking on bringing out any visual changes at the retail

store or outlet.

For example, if customers are older the visual aesthetic will be more

traditional. Or, if the retailer serves an adolescent market, the graphics

will tend towards their tastes and preferences which appeal to them.

The retailer’s typical graphic design needs fall into the areas of

environment, product and promotion. Environmental graphic design can

include signs, window display graphics, even creative color programs

and graphic detailing on store and building exteriors which are

appropriate to the architectural context, identify the business inside

and capture the interest of the potential customer1.

Environmental graphics are important in the retail interior in the form of

institutional signs, signs which identify merchandise assortments, right

down to signing for specific product types and tags for single items.

Floor graphics which differentiate areas of circulation or specific

merchandise zones, or wall graphics which serve functional and/or

decorative purposes are other examples of retail environmental

graphics. Over a period of time, all of this mentioned above become a

store’s visual identity that customers begin to relate with that

store,everytime they visit it.

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1.2 OVERVIEW OF PETRO-RETAIL BUSINESS IN INDIA

The Downstream Oil and Gas sector in India is estimated to be worth US

$8.03 bn2. The Retailing landscape of Petroleum and Petro-products in

India, is dominated by major domestic players like BPCL, HPCL, IOCL,

Reliance, GAIL, also including Essar and ONGC to a lesser extent.

There are an estimated 19,800 petro-retail outlets, 8,100 LPG

Distributors and 6,500 SKO dealers in India. Petrol pumps or petro-retail

outlets today offer the average customer both fuel as well as non-fuel

offerings3.

The steady growth in GDP and purchasing power on part of the Indian

population has resulted into a corresponding growth in consumption of

petroleum products in India. A few factors, which have particularly been

significant in this regard, are:

1. Significant growth in passenger car population3* (From 2.3

million private motor vehicles in 1991 to 6.1 million in 2005 -

Annual growth of more than 7% From 14.1 million two-wheeled

motor vehicle in 1991 to 39.3 million in 2005).

2. Significant growth in transportation vehicles like trucks (From

21.3 million trucks and tankers in 1991 to 58.5 million in 2005)

3. Replacement of conventional cooking fuels including kerosene

in urban regions by LPG (The use of LPG is increasing in rural

areas and is expected to contribute to future growth.)

Be it filling 91-octane premium fuels , the convenience of shopping at

In&Out Stores (seen at urban BPCL pumps) when a customer is in a

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hurry or just enjoying a tasty meal at A-1 Plaza restaurants (seen at

Reliance pumps) - petro-retail outlets have come a long way today,

unlike those in the past.

Just to elaborate the efforts of PSU’s, with an example, let us consider

BPCL. Bharat Petroleum's efforts began with remodelling and upgrading

Retail Outlets to world class standards back in 1996. Retail Outlets have

been equipped with state-of-the-art infrastructure, including Multi-

Product Dispensers to pre-set price and quantity of fuel and Electronic

Air Gauges facilitating precise inflation of tyres.

Attractive Canopies are suitably designed to provide shelter and

adequate lighting of the forecourt at most Retail Outlets.

On the Non-Fuel front, Bharat Petroleum has introduced the Errand Mall

concept successfully at select markets. Called the 'In & Out’, these malls

offer the customer a broad range of facilities and brands to choose

from. ATM's, Cybercafé, Courier services, Laundry, Photo Studio, Music,

Fast Food, Greeting Cards, Courier Services, Bill Payments, Movies /

Entertainment Tickets, etc. have made Bharat Petroleum's Retail

Outlets a happening place and indeed an rewarding experience for

motorists4.

Bharat Petroleum has also pioneered the concept of convenience stores

at select petrol pumps that operate under the name 'Bazaar'. These

Bazaars provide a wide range of convenience items and fast foods to

customers in a clean, air-conditioned and friendly environment.

All this to just satisfy the discerning Indian customer, who has an

increasing number of choices today, than ever before!

Understanding customer’s needs:

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Management of the retail end is a key determining factor in the success

or otherwise of any business. To gain a sustainable competitive

advantage, a retailer needs to understand and satisfy both the apparent

and latent needs of the customer. This principle holds true in petroleum

retailing too. All our efforts at exploration and production, refining,

distribution and marketing finally culminate at the retail point after

moving through a long complicated supply chain. The downstream

business is extremely intricate and of substantial strategic importance

to the national economy.

Oil products, especially transportation fuels, would continue to play a

key role in the national economic growth. This is what makes the retail

business exciting and challenging. It demands continuous efforts at

improvement of product and services, higher customer satisfaction, and

offers endless opportunities to innovate.

Changing Business Conditions:

The business environment in India has undergone a significant change

in the past few years, and nowhere is it as pronounced as in the

petroleum sector. Increase in refining capacity has transformed India

from a net importer to a net exporter of petroleum products.

Petroleum marketing has been decontrolled leading to entry of new

domestic and international players into the sector. We have provided

operational freedom to the Government oil companies in a host of areas

including determining their own market share, freedom to prepare and

implement their market plans, selection of dealers etc. We are also

gradually moving towards a market determined pricing regime in letter

and spirit.

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This liberalized scenario is making the sector intensely competitive, and

the oil companies, especially those in the public sector would need to

adopt a more customer-focused approach to the retail end of their

business.

Besides providing the policy framework for a liberal, decontrolled

petroleum sector, the Government is conscious of the need to

encourage a disciplined and responsible market. The Petroleum and

Natural Gas Regulatory Board Bill is a step in this direction. This Bill

seeks to set up a regulatory board to regulate refining, distribution and

marketing of products with a view to protect the interest of consumers

and promote fair competition among the entities. Ministry of Petroleum

& Natural Gas has also issued various control orders and directions to

help check adulteration.

Major Challenges faced by Oil companies today:

Some of the major challenges that need to be immediately and

purposefully addressed can be summarized as under:

a) Quality

b) Quantity

c) Price

d) Value added services

e) Building brand identity

f) Generating higher volumes

g) Reaching the unserviced areas

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Above all, the oil companies can build a sustainable competitive

advantage only if they are driven by a customer centric approach and

seek to continuously improve. While we see modernized, well-

illuminated petrol pumps coming along the highways and major urban

centers, these innovations by themselves may be only cosmetic. The

boom in consumerism has given rise to a mature and demanding set of

customers who are aware and particular about their preferences.

The customer, for whatever reasons, has little faith in the quality of

product dispensed through petrol pumps. While his demands are high,

his expectations remain low. Bereft of choice, he is satisfied as long as

he gets an unadulterated product. Oil companies interpret quality to

mean "no adulteration".

But as the market evolves and competitive grows, quality would be

interpreted as the impact of the fuel on efficiency and performance of

the automobile engines. Similarly, companies are satisfied with an

assurance of dispensing the right quantity to the customer and

publicize it as a unique selling proposition. The recent initiatives such

as "Pure For Sure", "Q&Q", and "Pure Bhi Poora Bhi" need to graduate

beyond the promise of unadulterated fuel dispensed in right amount.

Such narrow and limited perceptions of a quality product and service

may not hold good in future when real competition sets in. Quality and

Quantity would be the bare minimum a customer would demand. The

Government also proposes to hold the oil companies accountable for the

quality of product dispensed through their network. Retail sales of

diesel account for 80% of total sales and in petrol this percentage is

98%. The image of a company is mainly reflected through retail outlets.

Price of petrol and diesel has so far not been a differentiating factor in

the retail business. Even after the dismantling of the administered

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pricing mechanism, the price of products remains the same throughout

the length and breadth of the country. We all know that cost of the

product is a very important factor in consumer choice.

With the entry of a couple of private players, though still in a small

way, a sort of price war has already started at a few locations. If

anything, this price war is going to become a reality in times to come

when the new entrants go in for an aggressive expansion of their retail

network. They have already speeded up their efforts at commissioning

new retail outlets in the past few months4*.

For the Government oil companies, it is imperative to undertake a

concerted exercise at cutting down their costs and improving efficiency

to effectively counter this challenge. Leveraging information technology

for supply chain management, and monitoring the quality and quantity

of product can go a long way to improve efficiency and cut down the

costs.

One of the more visible transformations in the retail business of auto

fuels is the recognition by the oil companies that non-fuel activities

could be an important source of revenue at their retail outlets. So we

have convenience stores, fast food centers and other such amenities

finding a place at petrol stations. This is a very welcome change.

However, the possibilities are immense and efforts in this direction too

slow and limited.

Further, retail outlet is a location that is easily accessible to both the

motorist and pedestrian. The retail outlets have the potential to become

a one-stop shop for meeting innumerable needs of the customers on the

one hand, and increasing the revenues of the outlet on the other. A

statutory framework has also been provided in respect of petrol pumps

to be located on national highways.

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The guidelines issued by the Ministry of Road Transport and Highways

stipulate that the petrol stations should be a composite rest area for

the highway users and provide all the products and services that a

highway user may require under one roof. But a statutory framework

can only lay down the minimum requirements; it is for the business

entities to explore the other possibilities that are on offer. These could

range from convenient stores, restaurants, cyber cafes etc. for the car

users to dhabas, dormitories, dhobi services etc. for the truckers. These

are mere illustrations.

The product that goes into the fuel tank of the automobile is the same,

irrespective of the company that owns the petrol stations. So how does

one build a unique brand identity, which goes beyond a single petrol

station giving value added non-fuel services? This is what will be

discussed in the chapters ahead.

A small step in this direction of providing customer value, by oil

companies, has been that of introduction of premium fuels. The

integrity of these fuels needs to be established and preserved, and their

share in the total sale needs to be increased.

The sale of premium fuels in our country is 1 to 3% only, whereas in

countries like USA it is as high as 35 to 50%.

Maybe, as a nation, we could also experiment with an intermediate

grade of fuel between the regular and premium brands. This would

provide greater choice to the customers, and could be an effective

strategy to command customer loyalty. These initiatives have to

be blended with a strong concern for the environment as also

energy security.

Greater investment in the available alternative fuels such as CNG,

Ethanol blended petrol and auto LPG is a desirable course of action

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to pursue, both for addressing social concerns and expanding the

reach of the oil companies.

We also need to keep pace with the advanced world in our efforts

to discover other alternative sources such as Bio-diesel, hydrogen

etc. A more proactive approach from our companies in this

direction should be expected.

A good petrol pump that aims to provide comfortable and convenient

service to the customers requires as high an investment as Rs. 50 to 75

lakhs5.

Depending upon the location and the number and quality of services,

the investment levels could go up to Rs. 1.5 crores. However, the per

pump throughput has been declining and hovers around 160- 180 kilo

litres per month. The profitability, may even the sustainability, of the

retail business at such high investment and low volumes needs to be

addressed. Paradoxically, even in such a scenario, the oil companies

have launched a very ambitious, and at times reckless, programme of

network expansion.

Retail Network Planning:

Obviously, the assessment of the market growth made by the

companies indicates high potential in future. However, companies

should target to generate higher volumes per retail outlet rather than

concentrating only on increasing the numbers. This would give them

better returns on their investments. And simultaneously, a different

business and investment model is required to be developed for low

volume petrol stations located in rural areas.

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Retail Network planning helps to identify and select existing petrol

pumps which can be either updated or closed down depending upon its

offered sales potential. This can also be used to set up new petrol

pumps at new locations as well. One such technique is Quadrant

Analysis that has mentioned later on, in the succeeding chapters that

follow.

Other Avenues for growth:

The Rural agricultural market has a large untapped potential for diesel

sales, and the oil companies should make efforts to develop these

markets. It is not a correct position that social obligations of the PSUs

adversely affect their commercial interests.

Another neglected area is that of LPG and kerosene marketing. Since

both are subsidized products, there is a visible reluctance to expand in

these areas. The reach of LPG is restricted to urban or urbanized rural

segments.

As LPG has emerged as a major environment friendly cooking fuel, it is

expected that Indian oil companies, as responsible corporate entities

would try to expand its reach. Similarly, the poor man's fuel-kerosene-

demands serious attention. While petrol pump dealerships are

mushrooming, nearly 25,000, we have only 6000 kerosene dealers in the

entire country5*.

Half the development blocks in the country still do not have a kerosene

storage facility or a dealership. And further, the oil companies have

transferred the responsibility of distribution to the State Government.

This aberration needs to be addressed forthwith.

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The hydrocarbon sector is also witnessing the emergence of the Natural

Gas market in India. It has now moved from a more or less localized

controlled business to a market determined activity. Natural Gas is

becoming the preferred fuel in several industries. The Government has

initiated many steps to increase its availability and subject the Gas

market to competitive forces.

Some of these important initiatives are increasing domestic gas

production, import of LNG, trans national gas pipelines, a Gas pipeline

policy and Regulatory framework for Gas marketing and transportation.

With the onset of competition, this sector would also throw up the

challenge of providing efficient and quality service to the consumers.

To sum up, there is a need for a fundamental rethinking in the way we

do business. Customers are beginning to notice that they now have a

choice when it comes to motor fuels, and they also have a choice of a

host of other non-fuel offerings.

So the customer has to be the focus of all our strategies. It is he who

will define quality, be it product or service. And the oil companies can

afford to neglect the customer at only their own peril. It is expected

that the not so privileged customers in the remote and rural areas

would also be involved in the booming growth of the petroleum retail

sector.

Non-Fuel Retail business: An Overview

The revenue generated from non-oil items is constantly on the increase,

depending upon the locality of the retail outlet. Globally, the non-oil or

non-fuel revenue from a retail outlet contributes to almost 40 per cent

of the total revenue generated in a retail outlet6.

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From the graph shown ahead, we see that non-fuel retailing in

2005-2006, plays a major role in contributing in the total turnover

generated at retail outlets. While countries like USA, UK and

Netherlands are high in rank in this aspect, India still has a long way

to go.

Many Oil Companies have now come to realize that it is not only

about selling fuel but that “Extra factor” that really counts. This

refers to non-fuel retail business propositions that bring in huge

additional revenues for a company. McDonalds at retail outlets is

one such value-added, non-fuel proposition.

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McDonald’s head Vikram Bakshi explains that the new scenario

began to evolve when oil companies started looking at non-

fuel revenue. "28 per cent of all sales in petrol pumps is from

non-fuel in France, and 38 per cent in the US," he points out.

Now, all the oil companies are betting big on highway

outlets7."

BHARAT Petroleum Corporation Ltd (BPCL) expects to garner

10 per cent of its overall revenue from non-fuel sales by the

year 20068.

ICICI and SBI typically generate over 10% of Annual

profits/revenue from transactions at ATM’S located at petrol

pumps across India9.

Some companies that have partnered with Oil companies in India to

provide various non-fuel services include :

SBI (ATM services ), ICICI Bank (ATM Services), Food World

Supermarket, Mc Donald’s, Croissant’s etc.(Pastries/Snacks), Café

Coffee Day, UTI (ATM services), Tata Motors Ltd. for setting up of

joint marketing facilities, which entails the setting up of Tata

Authorised Service Stations (TASS) at key IOCL outlets for instance,

and many more….

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2. WHAT IS RETAIL VISUAL IDENTITY (RVI)?

Visual Identity:

The term Visual Identity is used to describe the various visual

manifestations of an organization – not only its logo, but the other

aspects of its physical presentation, such as its standard layouts (eg:

stationery or signage), typography, colour schemes and interior

design1.

Leading communications theorists agree that when the visual identity of

an organization is managed through its various communication vehicles,

the visual identity itself becomes an organizational resource.

25

The University of Maryland, USA offers programs on Visual Identity and

it defines Visual Identity better, as follows:

Visual Identity: Is a system of visual communications, graphically

coordinated in such a way such that the public easily identifies a firm or

an institution, its constituent parts and its activities.

2.1 Constituents of Visual Identity2 :

According to the University Of Maryland, USA constituents of Visual

Identity include:

- Images,

- colors,

- symbols, and

- other graphic elements

Some key definitions which will help us to understand Retail Visual

Identity better are3 :

1.Symbol: Is a graphic identifier i.e., one which reflects the

organization’s spirit and philosophy that promotes immediate

identification by the public.

2.Wordmark: Is the Institution or firm’s name designed in a unique and

individual style.

3.Signature : Signature or the “Logo” is the official graphic

arrangement of the symbol and wordmark.

26

4.Typeface : The size or style of the letter or character on a block of

type.

5.Compatible Typography : Typefaces that complement the signature

used for supplementary copy such as address blocks, signage and

advertisement.

6.Artwork : An illustrative and decorative element, such as a line

drawing or photograph, used in a printed work, such as a book.

7.Original Artwork : Is the artwork Hand-prepared by the designer, all

reproductions are reproduced digitally or photographically from the

original.

8.Reproductive Artwork : Samples of the signature in a variety of sizes,

digitally produced from the original

3. VISUAL IDENTITY ELEMENTS1 :

1. Primary Signature :

Most institutions or firms have a primary as well as a secondary

signature. A signature essentially consists of two parts : the symbol and

the wordmark. It is the preferred application in most instances.

For example, if we consider an oil PSU like Bharat Petroleum, it’s

Primary Signature is represented as shown above.

2. Compatible Typography:

27

It comprises of the original typography, used in the

logo of the firm.

3. Original Artwork

4. Reproductive Artwork :

It is the consistency of visual elements like typography, logo, colours

etc. as shown in the original artwork, in all reproductions of the original

prototype.

3.1 CORRECT REPRODUCTION OF VARIOUS RVI ELEMENT 1* :

For example, if we consider BPCL, then the correct and incorrect

reproduction of the logos are given below:

Correct Incorrect

28

In the illustration 1 above, we observe that the exact Typeface

illustrated in the original logo needs to be reproduced in the same font

and in the same location, in order to be correct.

Similarly, other illustrations shown below highlight the importance of

consistency in maintaining artwork, typography, symbol and colour

specifications.

Correct Incorrect

Correct Incorrect

29

Correct Incorrect

From these few illustrations above, we realize how important it is to

maintain consistency in the visual identity elements, violation of which

can have major copyright implications.

4. IMPLEMENTING RVI AT PETRO-RETAIL OUTLETS:

TOOLS NEEDED

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The tools by which Retail Visual Identity is communicated across and

established at Retail Outlets are as follows1 :

1. Canopy

2. Primary Signage

3. Forecourt Equipment

4. Poster Units

5. Masts

6. Spreaders

7. Secondary Signage

1. Canopy :

Canopy is the high overarching covering, mounted on poles, over the

Dispensing Units at a petrol pump. It serves not only the purpose of

shielding the DU’s from the weather but also as a tool for a company to

communicate across to its customers. The use of Canopy as an effective

RVI tool can be pictorially shown as follows:

31

CANOPY

Another picture to pictorially demonstrate a canopy is shown below:

Most companies experiment with various designs, colour combinations

and other Retail Visual Identity elements on the canopy, creating an

impact identifiable and appealing to a customer approaching a petrol

pump from a distance.

Besides, a Canopy in itself, can be of various shapes. For instance, Shell

prefers, as shown in the picture above, a rectangular flat panel while

BPCL and IOCL have experimented with slightly arching panels to create

and establish a distinct “look”.

32

2. Primary Signage :

Primary Signage enables a customer to spot a retail outlet from a distance, especially while driving on Highways. It consists of

small, medium and large sized Monoliths or poles with the logo of the parent company. In case of Shell, Primary Signage is

illustrated below:

14.5 metre 7 metre 5 metre Mark II 40 series

POLE SIGN MONOLITHS LOW LEVEL SIGN

Large Medium Small

7 METRE FLAG SIGNS WALL MOUNTED

The choice of a monolith- its design, simplicity or complexity and level

of sophistication- varies from company to company. It could be simply

be the logo of a company displayed on top of a pole, or could have an

“information panel” or a “Display panel” below it.

On the display panel, the various services provided at the petrol pump

can be displayed.

For instance, some common services that are typically provided at

petrol pumps are :

33

Fuels- MS, HSD.

Lubricants and greases

Car Wash

Air Pressure

Drinking Water

Other services like Repair, 24-hrs. ATM , small malls selling pastries,

confectionary, snacks etc.

When these services are displayed on a “Display Panel”, below the

company logo, on the monolith, it talks volumes about the company and

its concern for customers. Over a period of time, customers in a hurry,

knowingly or unknowingly, prefer the petrol pump that displays vis-à-vis

one that doesn’t.

3. Forecourt Equipment:

34

Forecourt Equipment comprises of other secondary equipments

provided near the Dispensing Units or within the premises of the Petrol

pump.

For e.g.: Litterbins, Racks for displaying eatables like Potato Chips, cold

drinks like Pepsi , Newspapers etc. Pic.3 shown below clearly

emphasizes the forecourt equipment commonly seen at petro-retail

outlets.

Picture below shows Forecourt equipment:

Leaderboard Leaderboard Basin/Towel Unit Litterbin

Anti-fire Tender Unit Oil Dispenser Battery Stand Newspaper Stand

35

Other components of RVI at SHELL retail outlets are shown below2 :

Forecourt equipment, thus, not only help to:

Organize,

Increase the visibility of other non-fuel products like snacks or

newspapers being sold at a petrol pump,

Helps in space management and a company can use it as a medium

to display its logo on it too.

36

4. Poster Units:

Poster Units comprise of allocated areas for displaying posters of

products and services available at the retail outlet.

Picture below shows Poster Units:

WM Poster Unit FS Poster Unit

Car/Jet Wash

WM Poster Name Sign FS Poster Name Sign Car Wash Sign

Whistle Stop Pod Select Pod Select Pod + Downlighter

37

3. Masts: They are tall poles with the Logo and name of the

parent company that owns the petrol pump, which enable recognition of

the Retail outlet from a distance.

4. Spreaders: They are overhead Product identification units which help

the customer driving into a retail outlet to go to the Dispensing Unit of

his choice-be it for filling Diesel or Petrol- thus, minimizing confusion or

chaos at the retail outlet.

Picture below shows Spreaders:

Standard

Free Standing

Spandrel T Spreader

5. Secondary Signage : Secondary signage consistitute other

additional signage and displays at the R.O. premises, over and

38

above Primary signage, which enable movement of men and

materials within the premises.

Picture below shows secondary signage:

1. A free standing Directional sign

Arrow graphic applied to these signs is the only factor that determines whether the sign is a facility or directional sign.

Picture below shows secondary signage:

39

2. An Entry/Exit sign

Picture below shows secondary signage :

3. A wall mounted facility sign

40

Arrow graphic applied to these signs is the only factor that determines whether the sign is a facility or directional sign.

Thus, looking at the various types of tools that are used at a retail

outlet, we realise the importance that each of them enjoys. Not only do

they increase the visual appeal of the retail outlet, they also reduce

chaos, confusion and clutter at the premises. The colours, symbols,

format of layouts (used for the signage) when maintained consistently

across R.O.’s of a company, increase identification and brand recall.

A customer who visits a petrol pump to fuel his car in the least amount

of time, would want to visit it again and it is some of these tools that

make the entire experience of fuelling a memorable one.

4.1 BENEFITS OF CREATING A SUCCESSFUL RETAIL

VISUAL IDENTITY

41

An Example from abroad(USA) : SNAX 24 RETAILING

CONCEPT4

As in the 1960's when Heron revolutionized the Petrol Retailing Industry

with the self-service, cut price concept, SNAX 24 are again pioneering a

new concept combining petrol retailing, car-washing and convenience

shop retailing.

SNAX 24 together with U.S. Retail Design Specialists C.D.I. developed a

new forecourt shop-retailing concept under the SNAX 24 brand identity.

The name SNAX 24 together with the colors and graphics have been

carefully designed to have the widest possible appeal both to the local

community as well as the motorist.

Inside the store, the product range, the layout of the shop and

numerous promotions reflect this wide appeal approach.

Fundamental to the success of SNAX 24 is creating a solid base of loyal

customers, converting the occasional shopper into a regular one, whilst

at the same time becoming a destination point to the local community.

Where possible, SNAX 24 operates around the clock, 24 hours a day,

365 days a year, they never close.

Shelves are continually replenished with particular attention being paid

to the items people buy daily such as fresh produce, newspapers,

magazines and fast food.

Some stores have their own In Store Bakery, baking fresh every day a

wide range of quality breads, pastries and snacks, both sweet and

savory. In addition, a wide range of sandwiches, rolls and filled

baguettes are available as well as made to order service.

42

This simple concept of offering customers what they want, when they

want it and at prices they can afford require a high degree of expertise

and depth of retail knowledge. SNAX 24's management team has vast

experience in this area and in addition they have developed

sophisticated systems providing them with all the sales data they need

in determining product selection.

It is a significant departure from conventional petrol forecourt retailing;

the consumer will be able to differentiate the SNAX 24 marketing

concept identified in the shop from conventional petrol imagery and

brand name. The perception of the customer is important in creating a

credible shop environment.

This deliberate distinction between the profit centers also enable SNAX

24 to operate under other forecourt brands, for instance a number of

SNAX 24's developments now operate under the BP brand on the

forecourt whilst retaining the SNAX 24 brand within the shop.

Interestingly, the major oil companies are now following this approach

of creating a distinction between shop and forecourt.

SNAX 24 takes great pride in the standards of cleanliness and house

keeping within its network. Employee selection is critical in the process

of delivering the concept to the customer; customer service is a key

element of SNAX 24's recruitment and training programme. Appraisals,

inspections, team meetings and various incentives all play their part in

maintaining these high standards and creating a warm and helpful

atmosphere.

43

Picture above shows a Snax 24 Retail outlet.

5. BENEFITS OF IMPLEMENTING AN EFFECTIVE

RVI PROGRAM ARE :

1. Increased Brand Recall by the customers,

44

2. Brand differentiation,

3. Increased sales and profitability for the parent company over

time,

4. Improvement and Makeover of especially old-format petrol

pumps.

Besides, it increases the credibility of the parent company in the eyes of

the customers when they see that the company is consistent in its

communication and its visual identity across locations.

1. Increased Brand Recall by the customers:

The objective of any form of communication-be it audio or video, for

that matter, is to occupy the “Mindspace” of the customer. The average

urban consumer today is bombarded with atleast 800 different

communication messages i.e, advertisements of products by various

companies.

Be it the name, logo and slogan of a brand of cigarette to biscuits,

toothpaste, hoardings along a road, the newspaper that you read

regularly-each one of them carry hoardes of competing products

offering similar benefits. It becomes imperative therefore, that oil

companies through their TV advertisements and radio commercials

catch the attention of the consumers, offer them unique benefits and at

the same time, make them recollect the brand everytime they go to fill

fuel in their cars.

Brand creation is not just naming or symbolically tagging a product but

it goes much beyond this. It is birth of a brand, which is headed towards

fulfillment of all promises and guaranteeing top class services and

45

products. Such a brand enjoys top of mind recall from its customers and

a high level of brand loyalty1.

Inception of an name or symbol successful launch brand top of mind

Idea or product          of product                  of product         recognition        recall

The above process2 shows the way in which a true brand is born and

becomes deep rooted in minds of the customers. In other words, it is

because of “Top-of-Mind” Recall i.e, ability of customers to come up

with the name of the brand without any external prompting or clues to

aid him/her, that determines to a large extent whether the brand has

been effective and successful in its communication through

advertisements.

Studies indicate that IOCL’s branding initiatives have been very

successful, having deployed Cricketers like Kumble and Dravid as brand

ambassadors for Servo and ExtraPremium (Picture shown ahead ) :

46

47

Advertisement shown below is a part of the ad. Campaign by IOCL

for XtraPremium petrol3 :

This Ad. Campaign by IOCL created for XTRACARE Pumps is displayed at

most IOCL retail outlets, to promote Q&Q3*.

Just like IOC’s XTRA-CARE pumps that possess a uniform “look” across

outlets with advertisements like the one shown above; similarly, most

BPCL retail outlets-besides BPCL’s logo and name (signature)-can be

typically spotted with the aid of ‘In and Out’ stores in the vicinity of the

Dispensers at the ‘Fuelling island’ bearing the visual identity shown in

the next page :

48

Picture below shows the logo used at “In &Out” stores:

Similarly, Sania Mirza endorsing Club HP and Narain Karthikeyan for

Speed Hi-Octane MS/HSD of BPCL have lended it increased Brand

Recognition and Recall.

According to a report, BPCL’s revenues with respect to sales of Speed,

increased by 15% in 6 months4 of launching the Speed Campaign

featuring Narain Karthikeyan(in the picture shown):

49

In most cases, companies measure effectiveness of a campaign to

increased sales of a product or a service as customers will buy a product

if they like it and they “perceive” it to provide value.

Another advertisement shown below is that of Hi-Speed Diesel from

BPCL which can also be spotted at many of the “Pure for Sure” outlets :

2. Brand Differentiation:

Brand Differentiation is the ability of consumers to distinguish among

brands and between brands of products in related product categories5.

It can be done by using particular visual elements like logos, symbols,

colours, slogans etc. which are unique to a particular brand. Brand

Differentiation is a result of a conscious process undertaken by

companies to differentiate their brands.

3. Increased sales and profitability of the parent company over time:

Customers will always buy the products they like. Over a period of time,

as their needs and requirements are best met by a handful of products,

customers begin to rate them as the “best among the lot”. Even the

50

visual identity is strongly remembered by a customer and in moments of

indecision or hurry, a customer will always prefer a “tried-and-known”

product over another product that has been newly introduced in the

market place. This results in increased sales and profitability for a firm

that not only has the best product offering but also a unique and

distinct visual identity.

4.Improvement and Makeover of especially old-format petrol pumps.

Not all the petrol pumps of a company are upgraded and visually

appealing across locations. Very often in metro cities like Mumbai, Old-

format petrol pumps with just a tin-sheet canopy and a few dispensers

below it can be spotted in cramped locations. These might have been

established many decades back and the rapid pace of development all

around it- be it the coming up of high-rise buildings-cause them to

remain more or less the same as before.

On the other hand, if space or budgetary constraints do not exist and

the petrol outlet promises higher than average monthly sales of MS,

HSD and Lubes, then it would be a good decision to implement RVI at

select locations.Well-lit, endowed with amenities and well-staffed retail

outlets appeal to the modern urban consumer who is hard-pressed for

time and desires prompt and efficient service.

51

The Picture6 above shows a modern retail outlet of British Petroleum

(BP) abroad. It also shows the allied non-fuel service activities of BP, in

the form of “BP CONNECT” store located in the background.

6. THE CHALLENGES INVOLVED IN THE PROCESS OF

CREATING AND ESTABLISHING A WINNING OR A

SUCCESSFUL RVI ARE AS FOLLOWS :

52

Proper research regarding choice of creative signage and displays

needs to be done before they are manufactured and installed.

For example, Indian Oil has opted for the colour Saffron in its logo.

As a result, customers today think of IOC when they think of Saffron.

Similarly, Customers tend to identify Bharat Petroleum with light yellow

and blue (Pure For Sure Campaign) and startling blue and red with

Hindustan Petroleum1. Colours that might not be visually appealing

shouldn’t be used keeping in mind customer preferences.

Companies should intend to consolidate and build on the existing

strength of the company’s identity, only then would the RVI program be

successful.

1. Identifying Potential Retail outlets where RVI initiatives can be

Undertaken:

Not all retail outlets yield similar results consistently. Results, in this

context, refers to achieving a set sales target every month – in terms of

sales of MS, HSD or Lubes. Strategies for Retail outlets can be prepared

using the Quadrant Analysis2 :

53

Depending on which quadrant, a particular retail outlet falls in,

appropriate business decisions need to be taken. Retail outlets which

generate sales, but can perform still better with RVI upgradations ,

need to be identified.

Very often, companies can do this task of identifying site potential

themselves or outsource it to professional consultants specializing in it.

Quadrant Analysis

High Location/High FacilityMaintain for Cash GeneratorsObtain for COCO

Low Location/Low FacilityLook to Close if Unprofitable

Site Level EconomicsNo Investment

Low Location/High FacilityNo Investment in FacilitiesExamine Site Expansion Beware Trade Area

Development ActivityMaximise Dealer Input

Facility

High Location/Low FacilityDevelop for GrowthFacility Investment

Site Level Economics Obtain for COCO

54

L o ca ti o n

2.Cost Implications:

Executing a Retail Visual Identity program is not easy. It involves

identification of potential retail outlets that exhibit consistent sales of

MS, HSD, Lubes etc. every month and which can be upgraded to a

modern, sophisticated one with not only signage and displays but other

non-fuel allied services as well. Modernizing an R.O. alone with displays,

signage and an ATM to start with would alone cost Rs.20 lacs (approx),

excluding their operating costs every month3.

2. Measuring the effectiveness of RVI initiatives :

While implementing a uniform Retail Visual Identity across petrol pumps

and locations, is a time consuming affair and involves significant costs

as well - measuring its effectiveness is not easy.

Its impact can be felt only after a period of time, say 6 months, when a

significant increase or decrease in average sales at those outlets, is

observed4.

3. Collecting post-implementation feedback :

Once a particular signage or particular logo has been modified and

given a new look at a few select petrol pumps, collecting feedback from

the customers who visit often, is a cumbersome task. For this purpose,

Questionnaire surveys could be undertaken, to measure the subjective

perceptions of the customers. This is a time-consuming process and

one has to consider subtle socio- cultural variables like choice of certain

colors over others, use or non-use of certain symbols etc.

55

7. SUCCESS STORIES : Some companies that have benefited

significantly by implementing an effective RVI program, at the petrol

pumps include :

Shell

Thai Oil

Lukoil

Elinoil

Reliance

Yukos

BPCL

HPCL

IOCL

and many more……

For Example:

Mr. Prasanna Kumar is the Chief Manager (Logistics),BPCL, who is also

in charge of BPCL's retail operations in the South- says that on an

average, sales in the BPCL’s outlets in the Chennai region alone have

gone up by 15-18 per cent since the `pure for sure' initiative was

launched. Other examples abound as well.

Some Logos of successful companies with successful RVI initiatives,

logos which we see or might have seen daily on our way to work:

8. SOME ASSOCIATE COMPANIES PROVIDING RVI

56

SERVICES TO OIL COMPANIES ARE :

1. ID Technologies 1 :

ID Technologies is a well-established, Johannesburg-based Project

Management company which specializes in the design and project

management of corporate retail projects. They specialize in the area of

implementing corporate re-branding and re-imaging projects and they

assist their clients to establish and maintain a uniform corporate visual

identity at all of their retail outlets.

They have tremendous expertise in providing technical and

engineering aspects of signage and project implementation, having

catered to some noteworthy Clients including companies like Shell,

British Petroleum, Caltex and Sasol. These client companies have

designed and upgraded their retail outlets with the services provided

By ID Technologies.

Example of Projects handled :

Shell South Africa RVI Project :

ID Technologies were commissioned by Shell SA (Pty) Ltd. To Project

Manage and to supply all the Architectural and Engineering Design services

for the successful implementation of the multi-million Rand Retail

Visual Image Project throughout Southern Africa. The project involved

converting 1000 service stations over a 30-month period.

Various services were provided to the networks in the following

countries throughout Africa.

57

2. Minale Tattersfield & Partners ( MT&P) :

Reliance Industries hired the UK-based Minale tattersfield to design

its outlets and has opted for blue, green and white as its primary

colours as a part of its Retail Visual Identity2. Minale Tattersfield

provides complete image design sevices including printed and

interactive communications, architecture, signage, packaging etc.

They also provide services pertaining to areas like strategic tools,

Corporate Identity and Branding, Corporate Communications,

Packaging Design, 3D Design, Web and Multimedia. When the clients

include oil and gas companies like Reliance, they provide

Retail Design, Point of Display design services, Brand and corporate

Identity services etc.

A few major clients3 :

1. Lukoil :

Brief Profile of Lukoil :

Russian Oil company Lukoil is the 2nd largest oil company

worldwide by proven reserves of hydrocarbons.

The largest Russian oil business group with an annual

turnover of $30 billion.

The First Russian company to receive full listing on the

London Stock Exchange.

Association of Lukoil Company with MT &P :

Most of the Lukoil petrol pumps have been designed by

Minale Tattersfield. As BP moved aggressively into the Moscow

58

area following the fall of communism, local petrol retailer

Lukoil responded by appointing Minale Tattersfield to help it stay

ahead of the competition. The brief given to them was simply to

use their expertise to potray Lukoil as a modern, dynamic

retailer. As a solution to the brief given they designed a new design

for Lukoil.

The new design for the Lukoil petrol station network

builds on the updated identity, using the colour red for instant

recognition and the distinctive angle of the ‘K’ to create a

distinctively shaped canopy.

Picture below shows the logo created by MT&P

For Lukoil :

To reinforce the brand further, the unusual lozenge shape

of the logo has also been picked up in a number of design

elements including the signage and the windows.

The picture below shows a retail outlet of Lukoil with the

59

new visual identity :

2. Thai Oil :

To develop a completely new retail filling station, for Thai Oil's

proposed retail network in Thailand. Building on its existing position

as a well respected, technologically advanced company,

Thai Oil wanted its retail network to be positioned as a quality

modern retailer of international stature.

Thai Oil's rhinoceros mascot was developed by abstracting

the rhino horns to form a dynamic modern symbol which also

evokes the energy flame of the refinery.

The new station design combines the corporate and retail image

into fully integrated 2D/3D solutions giving continuity and coherence.

Picture below shows the RVI developed by MT&P :

60

3. Yukos :

Brief Profile of Yukos:

Yukos is the largest oil producer in the Russian

Federation, accounting for 19.2% of all

Russian production in 2003.

YUKOS is the lowest cost producer of oil and gas

in Russia, with lifting costs of around USD 1.62

per barrel, only marginally higher than those in Saudi Arabia.

With an extensive network of petrol stations in the increasingly

prestigious areas of Samara and Moscow, Yukos was keen to defend

its position against the influx of western retailers such as BP.

On a more local level, it wanted to differentiate its image from a

Multitude of small independents.

61

Minale Tattersfield brightened the corporate green from

a military shade to be more retail-oriented and customer friendly.

The effect of this was enhanced by a modern automotive

style fascia that uses a cold cathode light for night-time standout.

They also rebranded the network’s ‘25 Hours’ convenience

store brand with a distinctive bright orange sunburst.

Although new high quality materials were used throughout,

the cost of refitting a station rose by less than 10%.

Picture below shows the new Retail Visual Identity

Designed by MT&P for Yukos.

Other major clients of Minale Tattersfield include Italiana Petroli,

Elinoil, Harrods, Eurostar, Motorola etc. to name a few.

Summary table showing Oil companies and their

associate RVI service providers.

Name of the Oil

Company

IOCL BPCL HPCL Reliance

62

Name of the

Associate

Company/agency

providing RVI

services

Rediffusion

DY &R

Indian

Institute of

Technology

Consultants

Petrodesign

Minale

Tattersfield

& Partners

Services provided Q&Q identity

creation and

other signage to support Q&Q at retail outlets

Designing

Signage,

Canopies

and other

Point of

sales

design

services

Club HP

Logo design,

Designing

New-look

retail outlets

with Red

and Blue

colours in

the signage

to support

the “club HP”

theme.

Point of Display

Design services,

Retail design,

Brand and

corporate

Identity

services

Costing Not available Not available Not available Not available

Benefits Increase in

average

sales,

increased

consumer

confidence

about good

quality fuels.

Increase in

average

sales in all

the ‘Pure

for Sure’

outlets

across

locations.

Club HP

was a highly

successful

initiative-

leading to

large number

of customer

enrollments

and brand

A distinguished

brand identity

and look, that

truckers

recognize with

while driving on

highways.

Increased sales

and diversion of

63

loyalty. customer

traffic from its

competitors.

Year since

services

have been

provided

by them

Not available Not available Not available Not available

Other major

clients

of the associate

RVI

services provider

Asian Paints,

Cadbury

Chocolates,

Amul etc.

Not available Not available Lukoil, Thai Oil,

Yukos and

Elinoil

This summary table provides a one-time overview of all the key RVI service

Providers, the specialized services they provide and some of the major

clients (both oil & non-oil companies). Thus, we observe from the table

given above that most major oil companies like Reliance prefer taking the

services of established agencies like Minale Tattersfield and Partners

who have a significant portfolio to their credit.

Not only do they understand the business, they have a wide network of

creative artists who understand their client’s, usually major oil and gas

companies requirements, but also the business in general.

64

9. OPPORTUNITIES AND CHALLENGES

While RVI implementation offers several advantages as seen ahead

earlier, it also brings with it opportunities and Challenges for

companies intending to implement RVI in the future :

Opportunities :

To be seen as a leader in experimenting with new visual formats

and layouts amongst other conservative oil companies(if any),

To create new avenues for establishing its unique identity in the

marketplace,

65

To enhance a firm’s recognition, sales and image in the market, as

seen through the eyes of the customers,

To make vehicle fuelling an enjoyable experience.

Challenges:

Some typical challenges faced by companies implementing or

deciding to implement Retail Visual Identity soon, are :

Budgetary constraints, if the company doesn’t have good financial

muscle,

Human and Intellectual capital in the form of in-house or external

RVI service providers; the lack of which, can affect the success of

an RVI initiative,

Very often, proper identification and selection of potential Retail

outlets needs to be done where investments can be made,

The performance of retail outlets post-RVI, needs to monitored as

well to make modifications, if needed. Though, this should be

avoided as much as possible. Companies need to have proper

monitoring and feedback mechanisms in place mainly because

market conditions and customer preferences are dynamic in

nature.

66

10. Questionnaire

1. Which company do you prefer for taking fuel?a. IOCLb. BPCLc. HPCLd. Others

2. If any specific company, then why do you prefer that company? a. Brand name b. Quality & Quantity c. Price d. Other services

3. When you take fuel what is the most important criteria for you?a. Price b. Mileage c. Overall maintenance of vehicled. Quantity

4. Which of these do you like the most in a new-look petrol pump? a. Fancy canopy

b. Automated dispensers c. Hoardings and Signage

67

d. ATMs, STD booths etc

5. Which of these makes a petrol pump more efficient according to you? a. Canopy b. Automated dispensers c. Non-fuel offerings d. Spacious run-ways e. All of the above

6. Which companies colour scheme do you like the most? a. IOCL b. BPCL c. HPCL d. Others

7. Do the colour combinations and other visual elements attract you? a. Strongly Agree

b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

8. Do you remember the logos of Oil Marketing Companies? a. Strongly Agree

b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

9.Do you remember the punch lines of Oil Marketing Companies? a. Strongly Agree

b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

10.Do you think the new tall signage with facilities offered mentioned on them are useful for the customers in terms of visibility and knowledge about the facilities offered at a particular petrol-pump? a. Strongly Agree

b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

11. Does the presence of hoarding at kilometer marks makes you buy from that petrol pump especially while you are travelling on a highway? a. Strongly Agree

b. Agree

68

c. Can’t say d. Disagree

e. Strongly Disagree

12. Do you feel attracted towards the new-look petrol pumps and tend to purchase fuel from there?

a. Strongly Agree b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

13. Do you want to see more new look petrol pumps in the market?a. Strongly Agree b. Agree c. Can’t say d. Disagree

e. Strongly Disagree

14. Any suggestions

Analysis & Interpretation

Sample Status

a. Age distribution:

Age Respondents20-25 1725-30 1530-40 10>40 8

69

0

5

10

15

20

Age

Age distribution

Series1 17 15 10 8

20-25 25-30 30-40 >40

b. Profession:

Profession RespondentsStudent 22Business 14Service 8Others 6

70

0

5

10

15

20

25

Profession

Profession distribution

Series1 22 14 8 6

Studen Busine Service Others

Data Analysis

Company preferred by people for taking fuel

71

Company preferred by people for taking fuel

a. IOCL22%

b. BPCL20%

c. HPCL28%

e. Combinat

ion30% a. IOCL

b. BPCL

c. HPCL

e. Combination

Reason for selecting any particular company

Company Responses Responses (%)a. IOCL 11 22b. BPCL 10 20c. HPCL 14 28

e. Combination 15 30

72

Reasons Responses Responses (%)Brand name 12 24

Quality & Quantity 24 48Services 14 28

Reason for selecting any particular company

Brand name24%

Quality & Quantity

48%

Services28%

Brand name

Quality & Quantity

Services

73

Criteria for selecting fuel

Criteria Responses Responses (%)b. Mileage 40 80c. Overall

maintenanceof vehicle

10 20

74

Criteria for selecting fuel

b. Mileage

80%

c. Overall maintena

nce of vehicle 20%

b. Mileage

c. Overallmaintenance ofvehicle

No. of people like to have ATM/Food, beverage stall at Petrol pumps

a. People like to have 37 74%b. People do not like

tohave

13 26%

No. of people like to have ATM/Food, beverage stall at Petrol pumps

a. People like to have74%

b. People do not like to have26%

a. People like tohave

b. People do notlike to have

75

No. of people perceived that RVI is effective

a. No. of people whosupport

24 89%

b. No. of people who do not

support

3 11%

No. of people visiting new look petrol pumps more frequently after there conversion

a. No. of people visiting

more frequently

26 81%

b. No. of people who are

not visiting morefrequently

6 19%

76

11. CONCLUSIONS

Some significant conclusions that can be drawn regarding Retail

Visual Identity are as follows :

1. An effective RVI program results in increase in average sales

at

the retail outlets where it is implemented.

2. It increases the visual appeal of a retail oulet, enhancing brand

recall and customer’s faith in the brand.

3. It also increases the brand equity of a company as consumers

begin

to associate a company with certain visual elements, over a period

of time. This leads to further repetitive sales as well.

4. Not only is an effective RVI essential, but is imperative for

Companies to distinguish themselves from other competing players

in the 21st century.

5. Retail Visual Identity implementation involves significant

amount

of time, effort and money. But, it pays huge dividends in the long

run.

6. Establishing a uniform Retail Visual Identity across retail

outlets is

of utmost importance. It is only the uniformity of the retail outlet

that makes its “Top-of-mind” recall high by the customers who

visit

it. A popular saying holds true here as well : “Whatever is out of

sight, soon is out of mind.”

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BIBLIOGRAPHY : CHAPTER-WISE REFERENCES

CHAPTER 1

1. For further information see www.retail-biz.com, April 2006, article on

Retailing in India.

2. Information accessed online from www.ficci.com, refer to presentation

on ‘Downstream Petroleum Industry’ in India, in the media section by

Mr.S.C.Tripathi at Petrotech .

2* Same as above.

2+ Same as above.

3. Statistics taken from www.ficci.com, refer to presentation on

‘Downstream Petroleum Industry’ in India, in the media section by

Mr.S.C.Tripathi at Petrotech.

3* Data taken from presentation on “Downstream Petro-retailing in India”,

by Mr.P.Jessop.

4, 4*.Refer to Initiatives taken by BPCL on the retailing front, information

accessed online from www.bharatpetroleum.com. Select

‘Retail’ SBU on the main webpage to access this location.

5, 5*.Data taken from presentation on “Downstream Petro-retailing in

India”,by Mr.P.Jessop.

6. Data taken from presentation on “Downstream Petro-retailing in India”,

by Mr.P.Jessop.

78

7. Quotes and Projections taken from article on potential of “non-fuel

offerings at retail outlets”, accessed online at www.indiainfoline.com, .

8. Same as above.

9. Data taken from an article on Bottom-of-the-Pyramid Marketing by

Prahalad Kakkar, April 2005 issue, Businessworld magazine, pg.36-

pg.40.

CHAPTER 2

1. For further theory on Visual Identity, refer to Visual Identity programs

offered by the University of Maryland, USA, accessed online at

www.umd.edu/visualidentityprogram

2. Same as above.

3. Same as above.

CHAPTER 3

1. For further theory on Visual Identity, refer to Visual Identity programs

offered by the University of Maryland, US, accessed online at

www.umd.edu/visualidentityprogram.

1* Theoritical basis of Visual Identity reproduction taken from

www.umd.edu/visualidentityprogram, examples have been customized to suit

the Indian context.

CHAPTER 4

1. Information gathered from Shell RVI Component Identification section,

accessed online at www.idtech.co.za/shellrvi.htm.

2. Information gathered from Shell RVI Component Identification

section,

79

accessed online at www.idtech.co.za/shellrvi.htm

4. Article taken from Hindu Business line, “NRL launches new-look petro

retail outlet” by Amit Mitra.

5. Case study of SNAX 24, accessed online from

http://www.snax24.co.uk/concept.php

CHAPTER 5

1. Theory on brand creation taken from article on branding and consumer

behaviour, accessed online at :

http://www.indiainfoline.com/fmcg/bran/ch03.html

2. Theory on brand creation taken from article on branding and consumer

behaviour, accessed online at :

http://www.indiainfoline.com/fmcg/bran/ch03.html

3. Advertisement taken from www.iocl.com, section on ad.campaigns

given in the Webpage.

3*.Advertisement taken from www.iocl.com, section on ad.campaigns

given in the Webpage.

4. Statistics taken from an article OMRB report,“Effect of Advertising on

sales and profitability’ dated March 2005, available at select libraries.

5. Definition taken from www.brandchannel.com

6. Picture of BP retail outlet taken from presentation on Petro-retailing

given by Mr. P.Jessop.

CHAPTER 6

4. Information gathered from articles on effect of colour on branding in

the oil and gas industry accessed onlin, at

http://www.rediff.com/money/2004/jul/24spec1.htm

and www.walletwatch.com .

80

5. Quadrant analysis-concept definition and digram taken from

presentation on Petro-retailing strategies and Network Planning given by

Mr. P.Jessop.

6. Data taken from presentation on Petro-retailing strategies and Network

Planning given by Mr. P.Jessop.

7. Inference taken from presentation on Petro-retailing strategies and

Network Planning given by Mr. P.Jessop.

CHAPTER 8 :

1. Data taken from “what we do” section on website of

http://www.idtech.co.za.

2. Data taken from an article on petrol pump design strategies adopted

by PSU’s, accessed online at

http://www.rediff.com/money/2003/jan/11ril.htm

3. List of clients of MT&P obtained from “Portfolio” section of its webpage

at

http://www.mintat.co.uk

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Useful Links and websites :

1. www.iocl.com

2. www.DesignMichigan.com

3. University Of Maryland,USA website on visual Identity programs offered

by them : www.umd.edu/visualidentityprogram

4. www.bharatpetroleum.com (for pictures)

5. www.bp.com (For picture of retail outlet)

6. http://www.idtech.co.za

7. http://www.mintat.co.uk

8. http://www.lukoil.com

9. http://www.thaioil.co.th/index-en.php

10. www.walletwatch.com

11. http://www.snax24.co.uk/concept.php

12.http://www.ficci.com/media-room/speeches-

presentations/2005/jan/jan17-petrotech-tripathi.htm

http://www.rediff.com/money/2004/jul/24spec1.htm

13. http://www.rediff.com/money/2003/jan/11ril.htm

14. http://www.thehindubusinessline.com/2003/01/24/stories

/2003012402160200.htm

15. http://www.hindu.com/2005/03/20/stories

/2005032002451400.htm

16. http://www.hindu.com/2005/03/20/stories/2005032002451400.htm

17.http://www.hindu.com/2005/03/20/stories/2005032002451400.htm

18.http://www.chennaionline.com/events/Business/2004/04ioc.asp

19.http://www.thehindubusinessline.com/2003/10/18/stories/

2003101802550500.htm

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20.http://www.indiainfoline.com/fmcg/bran/ch03.html

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