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.
4
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.
7
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,
9
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
10
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
11
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:
14
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.
15
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
17
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.
18
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
19
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.
22
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.
23
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….
24
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
30
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%
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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.”
77
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
81
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
82
20.http://www.indiainfoline.com/fmcg/bran/ch03.html
83
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