The internship was based out of Lucknow with the B2C team.

The project that was assigned to us had

broadly 3 parts, one being the integration of different functions working together for the ground level
execution, second being and understanding of the programs and schemes and measuring the
effectiveness of Shell in these parameters and a competitor assessment.

To achieve this, I first started with an understanding of the local market. The first few days, I went to the
market with the DSRs and the DMRs without any specific deliverable goal or motive. But soon I could
realize that though I could get a qualitative feel about the market perception through these visits, I was
yet to substantiate or quantify the insights gained through these. Therefore I came up with a
questionnaire with which I used to track the responses. The details Ill be discussing in the coming slides.

In the local market, Beekay ran the distribution network with a 48 hours delivery promise. The universe
consisted of 570 counters of which Shell covered about 60% in MBs. We also had around 510 mechanics
who were enrolled with 50% of them qualifying for the schemes.

The primary purpose I chalked out was to get a measure of Shells effectiveness in the market with the
objective of looking at the execution of the schemes. Just to mention it is not the evaluation of the
scheme but the benefits of the schemes as perceived by the customers which comes due to the
execution by the ground force. Now this effectiveness was measured by finding out certain parameters,
the premises of which were obtained through the market survey. Based on this I could identify the gaps
and then anticipate the loyalty program to benefits more customers.

In the next section, I tried to get a measure of how Shell performs in the market. To figure this out,
though the market interactions, I could figure out the premises which form the basis of the reason why a
customer buys from a specific brand. The 12 factors that I could figure were price margin, Cashback,
Mechanic Influencer programs, consumer preference, branding activities, credit support, product
quality, relationship with the distributor, merchandising initiatives, meeting and get togethers,
felicitation programs and range of products available.

For this an engagement driver survey was conducted and these 7 parameters had the maximum
number of responses. Now since I required the customers to provide rating on certain parameters, a
scale was defined to correctly record the responses. Now from the actual benchmarking score, through
the survey I could figure that the perceived score was less in mechanic schemes price margins and
branding activities. The primary reason for this was the problem in dissemination of the information to
the customers. For example, the evaluation of the difference between the billing price and the actual
landing price was perceived to be too complex for them to comprehend. The chart shows the
distribution of the responses for the parameter price.

Now an analysis was done on the mechanic influencer scheme and its perceived benefits among the
consumers. The barriers found in this were that only about 50% mechanics who were enrolled actually
got the advantage of the programs. Now also not all workshops had the same volume requirements.
Therefore while certain customers regularly clears the threshold, many could never reach the minimum
threshold volume.
Now I took the liberty to look at the schemes and programs of other FMCG companies to get an idea
about how they execute their operations. For this four domains were identified to assess how they
operate differently

The objective is to recommend a country between Khad and Bawar in the Tupaq region to invest.

Assessing the market and the external factors for ease of doing business, we first define certain
parameters. The basic factors being political, social, Ecomic. Now the factor economic I would further
segregate into growth for petrol and diesel 1, second being lubricants and third being FCEVs.

NOW TO EACH OF THESE FACTORS I WOULD ASSIGN A WEIGTAGE for example if we see in absoulute
tems growth over 5 years in lubricants in billions is much more as compared to growth of revenue in
petrol and diesel. After assigning weightage to these factors, depending on the social political and
economic scenario given in the case, we would assign a score to each.

For example the government and the people in bavar have generally been more conducive to foreign
companies as compared to khad. And land prices in bavar are amost double as compare to khad. Khad
also has the problems of flooding and dusting

Finally depending on these parameters we, find bavar has a more welcoming and conducive
environment for doing business.

Now looking at the other positives of Bavar.. We have the torvar tunnel which is now operational and
provides a transit for HGVs into KHAD. Thus it provides an opportunity for setting up HGV service
stations close to the highways, which would cater to these customers. Vehicles coming from dusty
regions in khad can go for oil chance and basic service in these stations

Also a toll has been set up, which can be seen as an advantage for our service stations in that region if
we set up catering and restaurants in the stations along with lubricants

Looking further into infra bavar has modern roads connecting to parabean continent

Next point being that bavar is expected to have the lowest unemployment figures in the next five years
while khad will have the highest. Thus steeing up station where is is more working popuations would
make a better investment. Thus CARGR in khad is more because of the bbom in services

Also Claasmat the premier automobile manufacturer is setting up plants in bavar. Thus provides
opportunity for FCEV fuel station. This will be set up mostly on the outskirts of a major city. Thus we can
have service stations there

Nw I suggest we set up timelines for diiferent module.

FCEV stations take 7 months to be buit and Claasmat production is supposed to go commercial only
after two year , so FCEV investment should happen after 17 months in cities and outskirts of the city
where claas mat is supposed to be operational
Primary competitor grahal who hasnt invested in local business since 2018

So I propose we increase out HgV service stations to at least 8 in first phase and basic service station
equipped with fcev to 12. This is financially also more feasible with greater expected returns