Gati Limited Project Report

Nitesh Kumar Singh
B.Com (Honours) IInd Year

2017-18
REGIONAL COLLEGE
OF PROFESSIONAL STUDIES & RESEARCH
Affiliated to M.J.P Rohilkhand University, Bareilly
Pilibhit Bypass, Bareilly (UP)
PROJECT ON
“GATI LIMITED”
Session:2017-18
Submitted By:
Nitesh Kumar Singh
Nitesh Kumar Singh
2017-18
REGIONAL COLLEGE
Pilibhit Bypass, Bareilly (UP
CERTIFICATE
THIS IS TO CERTIFY THAT THE PROJECT TITLED
“GATI LIMITED”
HAS BEEN PREPARED BY
Nitesh Kumar Singh
AS PER REQUIREMENT OF CURRICULUM OF B.COM. (HONOURS)- II Year.
THIS WORK IS AS PER GUIDELINES LAID OUT FOR THE SAME AND IS WORTHY OF APPROVAL.
Date : Signature of Panel of Teacher

Nitesh Kumar Singh
2017-18
REGIONAL COLLEGE
Pilibhit Bypass, Bareilly (UP
ACKNOWLEDGEMENT
I AM EXTREMELY THANKFUL TO ALL THOSE WHO HAVE HELPED ME IN
COMPLETION OF MY PROJECT
“GATI LIMITED”
MY PROJECT WOULD NOT HAVE COMPLETED WITHOUT THE ENCOURAGEMENT, GUIDANCE AND
MOTIVATION PROVIDED TO ME BY
Dr. Anjali Chaudhary &

Dr. Priya Verma
LASTLY, I WOULD THANK ALMIGHTY GOD FOR GIVING ME COURAGE, WILL AND INTELLIGENCE
TO COMPLETE THIS WORK.
Signature of Student
Nitesh Kumar Singh
Nitesh Kumar Singh
2017-18
CONTENT LIST
CHAPTERS PAGE NO.
 Certificate
 Acknowledgement
 Content list
 Main content
 List of tables and figure
 Abstract
 Research Methodology
 Limitations of projects
1. CHAPTER 1
Introduction of the company
2. CHAPTER 2
Organization structure
3. CHAPTER 3
Complete product range
4. CHAPTER 4
Plant locations
5. CHAPTER 5
Market share product wise

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6. CHAPTER 6
Marketing strategies
7. CHAPTER 7
Competitors
8. CHAPTER 8
Data analysis
9. CHAPTER 9
Findings & Recommendations
10. CHAPTER 10
Conclusion
 BIBLIOGRAPHY
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MAIN CONTENT LIST
CHAPTER PAGE NO.
1. CHAPTER 1: INTRODUCTION OF THE COMPANY
1.1 INTRODUCTION
1.2 THE STORY OF GATI
1.3 MILE STONES
2. CHAPTER 2: ORGANIZATION STRUCTURE
2.1 ORGANIZATION STRUCTURE
2.2 FUNCTIONAL AREAS
3. CHAPTER 3: COMPLETE PRODUCT RANGE
3.1 PRODUCT PROFILE
4. CHAPTER 4: PLANT LOCATIONS
4.1 PLANT LOCATION
5. CHAPTER 5: MARKET SHARE PRODUCT WISE
5.1 MARKET SHARE REPORT
6. CHAPTER 6: MARKETING STRATEGIES
6.1 MARKETING MIX
6.2 MARKETING EFFECTIVENESS
6.3 MARKET STRATEGY
7. CHAPTER 7: COMPETITORS
7.1 COMPETITORS PROFILE
8. CHAPTER 8: DATA ANALYSIS
8.1 DATA ANALYSIS AND INTERPRETATION

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9. CHAPTER 9: FUTURE PLANS
9.1 FUTURE PLANS
9.2 BRITANNIA TO KICKSTART
10. CHAPTER 10: FINDINGS & SUGESSTIONS
11. CHAPTER 11: CONCLUSIONS
 BIBLIOGRAPHY
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LIST OF TABLES
Table No. Page No.
1. Table no. 1
2. Table no. 2
3. Table no. 3
4. Table no. 4
5. Table no. 5
6. Table no. 6
7. Table no. 7
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LIST OF FIGURES
Figure No. Page No.
1. Figure No. 1
2. Figure No. 2
3. Figure No. 3
4. Figure No. 4
5. Figure No. 5
6. Figure No. 6
7. Figure No. 7
8. Figure No. 8
9. Figure No. 9
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EXECUTIVE SUMMARY
The birth of Gati practically represents the big change in Indian courier & cargo industry. The
name Gati creates an image, reliability, tradition & faith. Except its express cargo division it
started its courier division under the brand name “Gati Zipp” in the year of 1998. Now Gati Ltd.
is a leader in Indian cargo service industry. The word “Gati” is derived from Sanskrit language
which means speed with direction.
Though Gati has proven its supremacy in Indian cargo sector, it is facing a low brand awareness
in Indian courier market. Since the company is wanted to relaunch its courier service in tie up
with Indian cargo a detail story of brand awareness and brand recall is very much needed.
Keeping this thing in mind, we set out to find out the market potential and brand recall of Gati
products and services.

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RESEARCH METHODOLOGY
Research is a common language refers to a search of knowledge. Research is scientific &
systematic search for pertinent information on a specific topic, infect research is an art of
scientific investigation. Research Methodology is a scientific way to solve research problem. It
may be understood as a science of studying how research is don’t scientifically. In it we study
various steps that are generally adopted by researchers in studying their research problem. It is
necessary for researchers to know not only know research method techniques but also
technology.
The scope of Research Methodology is wider than that of research methods.
The research problem consists of series of closely related activities. At times, the first step
determines the native of the last step to be undertaken. Why a research has been defined, what
data has been collected and what a particular methods have been adopted and a host of similar
other questions are usually answered when we talk of research methodology concerning a
research problem or study. The project is a study where focus is on the following points:
RESEARCH DESIGN
A research design is defined, as the specification of methods and procedures for
acquiring the Information needed. It is a plant or organizing framework for doing the study and
collecting the data. Designing a research plan requires decisions all the data sources, research
approaches, Research instruments, sampling plan and contact methods.
Research design is mainly of following types: -
1. Exploratory research.
2. Descriptive studies
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3. Casual studies
EXPLORATORY RESEARCH
The major purposes of exploratory studies are the identification of problems, the
more precise Formulation of problems and the formulations of new alternative courses of action.
The design of exploratory studies is characterized by a great amount of flexibility and ad-hoc
veracity.
DESCRIPTIVE STUDIES
Descriptive research in contrast to exploratory research is marked by the prior
formulation of specific research Questions. The investigator already knows a substantial
amount about the research problem. Perhaps as a Result of an exploratory study, before the
project is initiated. Descriptive research is also characterized by a Preplanned and structured
design.
CASUAL OR EXPERIMENTAL DESIGN
A casual design investigates the cause and effect relationships between two or more
variables. The hypothesis is tested and the experiment is done. There are following types of
casual designs:
I. After only design
II. Before after design
III. Before after with control group design
IV. Four groups, six studies design
V. After only with control group design.
VI. Consumer panel design
VII. Exposit facto design

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Area of study: The study is exclusively done in the area of marketing. It is a process requiring
care, sophistication, experience, business judgment, and imagination for which there can be no
mechanical substitutes.
Sampling Design: The random sampling is done because any probability sampling procedure
would require detailed information about the universe, which is not easily available further, it
being an exploratory research.
Sample Procedure: In this study “random sampling procedure is used. Random sampling is
preferred because of some limitation and the complexity. Area sampling is used in combination
with random sampling so as to collect the data from different regions of the city and to increase
reliability.
Sampling Size: The sampling size of the study is 100 Respondents.

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LIMITATIONS OF THE STUDY
Limitations are influences that the researcher cannot control. They are the shortcomings,
conditions or influences that cannot be controlled by the researcher that place restrictions on your
methodology and conclusions of this project report are as follow:
1. It was an academic effort and limited to cost, time and geographical area.
2. Numbers of respondents were restricted due to the time factor.
3. Scattering from respondents and dealers.
4. There is a lack of time.
5. Research is limited to Bareilly city.
6. Respondents are from different back ground.
7. Respondents are from different age group.
8. Respondents have different income level.

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CHAPTER 1
INTRODUCTION OF THE
COMPANY
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1.1 INTRODUCTION
Exactly the same has made all the difference when Gati rolled out the express cargo concept in
India. Gati, the pioneer in India in mastering the idea of express cargo with a different feature of
door to door and desk to desk pick up and delivery which was conceptualized as a premium
transportation service with convenience and efficiency. It has made all the difference where the
conventional transportation was the only way of delivering most of all corporate houses’ promise
to their customer.
In late 80’s India witnessed the liberalization policy that has changed the face and pace of India
which triggered high economic growth in manufacturing and service sector. The competition
among corporate to serve its customers first and fast become the key word of success in market
place. Gati very proactively foreseen the vast changes that are going to trigger Indian economic
growth.
The realization of, importance of logistics in creating a country’s wealth, Gati has taken a
different route and that was resulted to the launch of Gati Desk to Desk Cargo in 1989 offering
door to door pick up and delivery services.
1989 witnessed the introduction of a different product line in transportation where time,
technology, safety and customer service play the vital role.
In 90’s, Consumer preference started changing as the information technology has taken front
seat in providing highly efficient service at customer doorsteps. Time and speed became the
essential ingredient of success of any manufacturer who wants to deliver their products to end
user on time and intact. Snail paced infrastructure development in India was the only road block
to attain high speed in delivering our customer needs.

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In 1996, Gati has made history by getting into a strategic alliance with Indian Airlines to
leverage the highest network on air to provide the widest reach in surface with high speed
delivery process to attain great customer satisfaction.
The industry growth and information tech boom has created high customer expectation; the
intangible service started playing the key role in differentiating the tangibility of every product.
It is like the service starts matters the cost.
In 2000, a new millennium, Gati launched the first railway freight service from Mumbai to Delhi
called “ Gati Millennium Train “ eying the optimum utilization of cost and grabbing all
opportunities come across as the market dynamic changes.
The new millennium witnessed the explosion of information technology and expansion of Indian
service industry. India started acting global. The investment friendly business environment that
has made international corporate’s entry into Indian market. It triggered stiff competition in
market place and higher consumer expectations. All the company’s started to think on “optimum
utilization “of all resources to meet customer expectation as well as the thinner bottom line to a
thicker one. The conventional wisdom of “Revenue generation by sales and spent by distribution
“has made a major shift to “effective distribution and SCM make company’s bottom line
brighter”. This made – the back room logistic and distribution function to a strategic board room
function. The black sheep becomes a profit pulling bull.
In 2003, Gati introduced oracle based Gati Enterprise Management Solution, nick named GEMS
to give all competitive edge to our customers in leveraging the market opportunities on time.
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Gati GEMS is one of the most effective tool to track and trace the shipment and enabling Gati in
optimizing all resources.
India became the fastest growing economy in the world with an aspiration to fetch a double digit
growth in GDP. The pace that Indian logistic scenario moves ahead, Indian infrastructure like
road, rail, ports Air ports development is not showing the speed that requires to support the faster
development in logistics.
Gati has already started investing heavily in improving the ware housing, IT, Hubs, Aviation,
Customer service etc to move ahead to meet the market needs. Gati is going ahead in re-
engineering of network through central distribution centre and express distribution centre. Now
Gati offers distribution and warehousing solution in 592 out of 604 districts of India. Gati has
expanded to Asia Pacific region by offering India- centric distribution solutions.
Change is very constant in market place. Gati always choose a road less traveled by and create a
positive difference in market place.
Recently Gati has undergone a transformation process and displaced the promise to “Ahead in
Reach” from the statement of “We deliver anything anywhere”. Gati now have a global outlook
and its brand design has changed to
Vibrant new look. Gati has restructured to meet all B2B and B2C customer needs which enable
to address the various requirement of corporate and mass market differently.
Gati’s ambition is to become a truly Indian multinational company to set a bench mark reference
in customer sensitivity in express distribution and SCM company.

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1.2 MILE STONES

From inception, Gati have been obsessed with providing the best possible service. This obsession
has resulted in setting the benchmarks for the industry. Here are the some snap shots of the
glorious story of a leading logistic service provider of the country.
1989
Birth of cargo giant Gati as Gati cargo management services.
1989-1995
Gati offers a money back guarantee on cargo services.
Gati offers cash on delivery for convenience of customers.
A toll free number is introduced for customers for first time in India.
1996
A strategic alliance with Indian airlines, India’s largest air network for faster delivery of
shipments to its customers.
1997
Introducing the third party logistics system in India and offering the complete logistics solution
to its customers.
1998
Entering in to courier market under the brand name of Gati-Zipp.

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1999
Expanding its services in to SAARC countries, ties-up with Bhutan and Maldives Postal
department.
2001
Introducing the first exclusive cargo train between Mumbai and Kolkata in association with
Indian Railway.
2003
Bags the best logistic company 2003 in a survey conducted by Frost & Sullivan.
Setting up a base at Singapore in order to reach out world faster.
2004
Introducing mechanized racking system in the automated warehouse at panvel, Maharastra.
2006
Awarded the “Best Logistics Partner” by HCL infosystems.
Awarded the consumer super brand status in the logistic category for 2006-07
Nominated for NDTV “business leadership awards” 2006 in logistics category.

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CHAPTER 2
ORGANISATION
STRUCTURE
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2.1 ORGANIZATION STRUCTURE
Board of Director
K L Chugh Independent Director – Chairman
Mahendra Agarwal Promoter, Founder & CEO
N Srinivasan Independent Director
P S Reddy Independent Director
Sunil Alagh Independent Director
P N Shukla Independent Director
Yasuhiro Kaneda Nominee Director
Sheela Bhide Independent Director

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Key Managerial Personnel
Mahendra
Founder & CEO
Agarwal
Manoj Gupta Chief Financial Officer
Company Secretary, Compliance Officer and Chief Investor Relations

Amit Pathak
Officer
2.2 FUNCTIONAL AREAS
HR Practices:
Today companies are trying to reinvent HR practices. Likewise Goodyear tyre also is
continuously adopting new changes that can be in mutual benefit of their employees and
organization’s business. Goodyear tyre human resource team is reconfiguring their HR processes
and run innovative employee engagement programs to improve motivation among employees
and reduce costs.
Goodyear tyre HR practices includes-
 Talent Acquisition and Talent Management
 Resourcing from referrals, online portals, campus placements and walk ins.
 Payroll Administration
 Compensation Management
 Workforce Management
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CHAPTER 3
COMPLETE PRODUCT
RANGE
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3.1 PRODUCT PROFILE
Services offered by the Gati
 Gati Express
 Gati Zipp
 Gati Saver
 Gati Priority
 Gati coast-to-coast
 Gati Logistic solution
Value Added Services
 FOD – Option of paying at the time of delivery
 COD – Collection of cash against delivery from the customer and remitting it to the supplier
online through e-banking.
 DOD- collection of draft and cheque on behalf of customer at the time of delivery.
 Holiday and sun day pick up
 Tamper proof packing
 Fragile goods packaging
 Safety Measures: special “suraksha” bags for safe handling of high value of cargo.
 Octroi clearance facility

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Gati Express
With the widest network, the best of cargo movement facilities and several value added services
to choose from, Gati express is the preferred distribution solution provider today in India. Gati
has a range of express services to choose from:
Express City : Same day delivery
Express Zone : Ideal for secondary distribution needs
Express State : For regional distribution
Express national: Reaches the remotest corner of the country
Express Bulk : For high density cargo and bulk cargo
Features of the Gati express:
 On time departure of vehicles irrespective of capacity utilization
 Assured date of delivery
 Door pick-up and door delivery
 Weather proof containerized vehicles for safe movement
 One time lock for tamper proof transit
 Online track and trace facility
 Physical proof of delivery option
 E-billing
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Gati Saver
An affordable surface product especially designed for non commercial packages.
 Flat rate of Rs 89 per package ( up to 4kgs) ideal for samples, gifts, study materials and
printed material.
Gati Priority
Speed, reliability and reach: Every operation at Gati Priority follows this principle. The large
fleet of surface vehicles and a strategic alliance with Indian airlines helps Gati to meet every
possible business need.
Features of Gati Priority:
 Reserved space in 34 designated air movement sectors.
 24*7 Service counters at major air transit centers.
 Multi modal connectivity for easy and quick transit at non airport locations.
 Online track and trace facility
 Option of same day delivery
 Door pick up and door delivery
Gati Zipp
Zipp makes the difference:
Gati goes beyond the normal courier service with zipp and provides its customers with unique
price and transit time option.

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Features of Gati Zipp:
 Express courier service
 48-96 hours delivery for most locations in India
 Holiday and Sunday pick up and delivery option
 A pre paid payment option the form of zipp envelopes and boxes.
 Cash-on-delivery facility
Gati coast to coast
Gati coast to coast is Gati’s shipping division. Set up way back in 1986, the CTC division was to
become the preferred service provider for all sea bound cargo in the bay of Bengal, Andaman
Island and Malacca strait. In the two decades of its existence, Gati CTC has followed this vision
with diligence and determination and has emerged as a complete solution provider for Indian
seas.
Features of Gati Coast to Coast:
 Sturdy and safe cellular container vessels
 mv Gati Suvidha
 mv Gati Zipp
 mv Gati-1
 mv clarissa
Regular liner services between Chennai-Andaman Island-Chennai & Chennai-Yangon-Chennai.

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Gati Logistics solution
Logistic and supply chain management are the integral part of Gati’s business. A sharp and
steady focus on these key functions has helped Gati to gain a competitive edge over the rest of
the market. Gati offers its service as a third party logistics service provider. A 3pl service allows
a company to
 Concentrate on core competency
 Create greater competitive flexibility and release working capital.
Gati’s warehousing facilities consists of completely modern storage system and material
handling system. With it branches in all metros, semi metros, cities, Gati has more than 200
storage locations across the India. With over 6000 sq ft of warehousing space spread all over the
country and serving the multiple clients, Gati is able to offer many more customer friendly
solution:
 Flexible hiring option
 Modern racking and handling system
 Reduction in material breakage and damage
 Ware house manage system

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CHAPTER 4
PLANT LOCATIONS
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4.1 PLANT LOCATION
CORPORATE OFFICE
Gati Ltd.
Plot No.20, Survey No.12,
Kothaguda, Kondapur,
Hyderabad – 500084
Tel : 040-71204284, 27844284
Fax : 040-23112316
E-mail : customerservice@gati.com
HO AND REGISTERED OFFICE
Gati Ltd.
Plot No.20, Survey No.12,
Kothaguda, Kondapur,
Hyderabad – 500084
Tel : 040-71204284, 27844284
Fax : 040-23112316
E-mail : customerservice@gati.com
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CUSTOMER CARE CENTER
For all Queries,
Complaints and Pickups
Call us on : 1860-123-4284
Email : customerservice@gatikwe.com
In case our number is inaccessible, please call us on
(0712) 6694284
Our Offices in India
EAST ZONAL OFFICE
Gati Ltd.
Shree Manjari Building
Premises No :- 8/1, Middleton Row.
Kolkata :- 700 071.
Tel : (033) 24017488
Fax : (033) 24017403
WEST ZONAL OFFICE
Gati Ltd.
Unit No. 501, 5th Floor
Ackruti Star, MIDC Central Road
MIDC, Andheri (East)
Mumbai – 400093
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Tel : (022) 40324284
Fax : (022) 40324285
NORTH ZONAL OFFICE
Gati Ltd.
Khasra No.-14/19/2,
Opposite Heera Public School,
Old Delhi – Gurgaon Road,
Samalkha,
New Delhi -110037
Tel : (011) 66530700
Fax : (011) 66530716
SOUTH ZONAL OFFICE
Gati Ltd.
Peenya Industrial Area,
Phase – 1
Banglore 560 058
Tel : (080) 49034221
Fax : (080) 23725119

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CHAPTER 5
MARKET SHARE
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5.1 MARKET SHARE REPORT
Gati Ltd., incorporated in the year 1995, is a Small Cap company (having a market cap of Rs
1160.39 Crore) operating in Service sector.
Gati Ltd. key Products/Revenue Segments include Freight & Demurrage which contributed Rs
279.46 Crore to Sales Value (54.58 % of Total Sales), Diesel, Petrol & Lubricants which
contributed Rs 214.95 Crore to Sales Value (41.98 % of Total Sales) and Other Operating
Revenue which contributed Rs 17.55 Crore to Sales Value (3.42 % of Total Sales)for the year
ending 31-Mar-2017.
For the quarter ended 31-12-2017, the company has reported a Consolidated sales of Rs 448.51
Crore, up 10.48 % from last quarter Sales of Rs 405.97 Crore and up 6.89 % from last year same
quarter Sales of Rs 419.60 Crore Company has reported net profit after tax of Rs 4.80 Crore in
latest quarter.
The company’s top management includes Dr.P S Reddy, Mr.K L Chugh, Mr.Mahendra Agarwal,
Mr.N Srinivasan, Mr.P N Shukla, Mr.Sunil Alagh, Mr.Yasuhiro Kaneda, Ms.Sheela Bhide.
Company has Singhi & Co. as its auditoRs As on 31-12-2017, the company has a total of
108,346,795 shares outstanding.

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CHAPTER 6
MARKETING
STRATEGIES
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6.1 MARKETING MIX
PRODUCT MARKETING
Product marketing deals with the first of the "4P"'s of marketing, which are Product, Pricing,
Place, and Promotion. Product marketing, as opposed to product management, deals with more
outbound marketing tasks. For example, product management deals with the nuts and bolts of
product development within a firm, whereas product marketing deals with marketing the product
to prospects, customers, and others. Product marketing, as a job function within a firm, also
differs from other marketing jobs such as Marcom or marketing communications, online
marketing, advertising, marketing strategy, etc.
A Product Market is something that is referred to when pitching a new product to the general
public. The people you are trying to make your product appeal to is your consumer market. For
example: If you were pitching a new video game console game to the public, your consumer
market would probably be a younger/teenage market (depending on the type of game). Thus you
would carry out market research to find out how best to release the game. Likewise, a massage
chair would probably not appeal to younger children, so you would market your product to an
older generation.
PRODUCT PRICING
Pricing is one of the four p's of the marketing mix. The other three aspects are product,
promotion, and place. It is also a key variable in microeconomic price allocation theory. Price is
the only revenue generating element amongst the 4ps,the rest being cost centers. Pricing is the
manual or automatic process of applying prices to purchase and sales orders, based on factors
such as: a fixed amount, quantity break, promotion or sales campaign, specific vendor quote,
price prevailing on entry, shipment or invoice date, combination of multiple orders or lines, and
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many others. Automated systems require more setup and maintenance but may prevent pricing
errors.
The effective price is the price the company receives after accounting for discounts, promotions,
and other incentives.
Price lining is the use of a limited number of prices for all your product offerings. This is a
tradition started in the old five and dime stores in which everything cost either 5 or 10 cents. Its
underlying rationale is that these amounts are seen as suitable price points for a whole range of
products by prospective customers. It has the advantage of ease of administering, but the
disadvantage of inflexibility, particularly in times of inflation or unstable prices.
A loss leader is a product that has a price set below the operating margin. This results in a loss to
the enterprise on that particular item, but this is done in the hope that it will draw customers into
the store and that some of those customers will buy other, higher margin items.
Promotional pricing refers to an instance where pricing is the key element of the marketing
mix.
The price/quality relationship refers to the perception by most consumers that a relatively high
price is a sign of good quality. The belief in this relationship is most important with complex
products that are hard to test, and experiential products that cannot be tested until used (such as
most services). The greater the uncertainty surrounding a product, the more consumers depend
on the price/quality hypothesis and the more of a premium they are prepared to pay. The classic
example of this is the pricing of the snack cake Twinkies, which were perceived as low quality
when the price was lowered. Note, however, that excessive reliance on the price/quantity
relationship by consumers may lead to the raising of prices on all products and services, even
those of low quality, which in turn causes the price/quality relationship to no longer apply.
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Premium pricing (also called prestige pricing) is the strategy of consistently pricing at, or near,
the high end of the possible price range to help attract status-conscious consumers. A few
examples of companies which partake in premium pricing in the marketplace include Rolex and
Bentley. People will buy a premium priced product because:
1. They believe the high price is an indication of good quality;
2. They believe it to be a sign of self worth - "They are worth it" - It authenticates their
success and status - It is a signal to others that they are a member of an exclusive group;
3. They require flawless performance in this application - The cost of product malfunction
is too high to buy anything but the best - example : heart pacemaker.
The term Goldilocks pricing is commonly used to describe the practice of providing a "gold-
plated" version of a product at a premium price in order to make the next-lower priced option
look more reasonably priced; for example, encouraging customers to see business-class airline
seats as good value for money by offering an even higher priced first-class option. Similarly,
third-class railway carriages in Victorian England are said to have been built without windows,
not so much to punish third-class customers (for which there was no economic incentive), as to
motivate those who could afford second-class seats to pay for them instead of taking the cheaper
option. This is also known as a potential result of price discrimination.
The name derives from the Goldilocks story, in which Goldilocks chose neither the hottest nor
the coldest porridge, but instead the one that was "just right". More technically, this form of
pricing exploits the general cognitive bias of aversion to extremes. This practice is known
academically as "framing". By providing three options (i.e. small, medium, and large; first,
business, and coach classes) you can manipulate the consumer into choosing the middle choice
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and thus, the middle choice should yield the most profit to the seller, since it is the most chosen
option.
Demand-based pricing is any pricing method that uses consumer demand - based on perceived
value - as the central element. These include : price skimming, price discrimination and yield
management, price points, psychological pricing, bundle pricing, penetration pricing, price
lining, value-based pricing, geo and premium pricing. Pricing factors are manufacturing
cost,market place,compitition,maket condition,Quality of product.
Multidimensional pricing is the pricing of a product or service using mutliple numbers. In this
practice, price no longer consists of a single monetary amount (e.g., sticker price of a car), but
rather consists of various dimensions (e.g., monthly payments, number of payments, and a
downpayment). Research has shown that this practice can significantly influence consumers'
ability to understand and process price information
PROMOTION
Promotion involves disseminating information about a product, product line, brand, or
company. It is one of the four key aspects of the marketing mix. (The other three elements are
product marketing, pricing, and distribution.)
Promotion is generally sub-divided into two parts:
 Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, Internet
and Mobile Phones) in which the advertiser pays an advertising agency to place the ad
 Below the line promotion: All other promotion. Much of this is intended to be subtle
enough that the consumer is unaware that promotion is taking place. E.g. sponsorship,
product placement, endorsements, sales promotion, merchandising, direct mail, personal
selling, public relations, trade shows

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The specification of these four variables creates a promotional mix or promotional plan. A
promotional mix specifies how much attention to pay to each of the four subcategories, and how
much money to budget for each. A promotional plan can have a wide range of objectives,
including: sales increases, new product acceptance, creation of brand equity, positioning,
competitive retaliations, or creation of a corporate image.
DISTRIBUTION
Distribution (or place) is one of the four elements of marketing mix. An organization or set of
organizations (go-betweens) involved in the process of making a product or service available for
use or consumption by a consumer or business user.
Channels
A number of alternate 'channels' of distribution may be available:
 Selling direct, such as via mail order, Internet and telephone sales
 Agent, who typically sells direct on behalf of the producer
 Distributor (also called wholesaler), who sells to retailers
 Retailer (also called dealer or reseller), who sells to end customers
 Advertisement typically used for consumption goods
Distribution channels may not be restricted to physical products alone. They may be just as
important for moving a service from producer to consumer in certain sectors, since both direct
and indirect channels may be used. Hotels, for example, may sell their services (typically rooms)
directly or through travel agents, tour operators, airlines, tourist boards, centralized reservation
systems, etc.
There have also been some innovations in the distribution of services. For example, there has
been an increase in franchising and in rental services - the latter offering anything from
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televisions through tools. There has also been some evidence of service integration, with services
linking together, particularly in the travel and tourism sectors. For example, links now exist
between airlines, hotels and car rental services. In addition, there has been a significant increase
in retail outlets for the service sector. Outlets such as estate agencies and building society offices
are crowding out traditional grocers from major shopping areas.
CHANNEL MOTIVATION
It is difficult enough to motivate direct employees to provide the necessary sales and service
support. Motivating the owners and employees of the independent organizations in a distribution
chain requires even greater effort. There are many devices for achieving such motivation.
Perhaps the most usual is `incentive': the supplier offers a better margin, to tempt the owners in
the channel to push the product rather than its competitors; or a competition is offered to the
distributors' sales personnel, so that they are tempted to push the product.
MONITORING AND MANAGING CHANNELS
In much the same way that the organization's own sales and distribution activities need to be
monitored and managed, so will those of the distribution chain.
In practice, many organizations use a mix of different channels; in particular, they may
complement a direct salesforce, calling on the larger accounts, with agents, covering the smaller
customers and prospects.
SERVICE
A service is the non-material equivalent of a good. A service provision is an economic activity
that does not result in ownership, and this is what differentiates it from providing physical goods.
It is claimed to be a process that creates benefits by facilitating either a change in customers, a
change in their physical possessions, or a change in their intangible assets.

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By supplying some level of skill, ingenuity,and experience, providers of a service participate in
an economy without the restrictions of carrying stock (inventory) or the need to concern
themselves with bulky raw materials. On the other hand, their investment in expertise does
require marketing and upgrading in the face of competition which has equally few physical
restrictions.
Any service can be completely, consistently and cleary specified by means of the following 12
standard attributes
1. Service Consumer Benefit(s)
2. Service-specific Functional Parameter(s)
3. Service Delivery Point
4. Service Consumer Count
5. Service Readiness Time(s)
6. Service Support Time(s)
7. Service Support Language(s)
8. Service Fulfillment Target
9. Maximum Impairment Duration per Incident
10. Service Delivering Duration
11. Service Delivery Unit
12. Service Delivering Price
The meaning and content of these attributes are:
1. Service Consumer Benefits describe the (set of) benefits which are callable, receivable and
effectively utilizable for any authorized service consumer and which are provided to him as soon
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as he requests the offered service. The description of these benefits must be phrased in the terms
and wording of the intended service consumers.
2. Service-specific Functional Parameters specify the functional parameters which are
essential and unique to the respective service and which describe the most important dimension
of the service output, e.g. maximum e-mailbox capacity per registered and authorized e-mail
service consumer.
3. Service Delivery Point describes the physical location and/or logical interface where the
benefits of the service are made accessible, callable and receivable to the authorized service
consumers. At this point and/or interface, the preparedness for service delivery can be assessed
as well as the effective delivery of the service itself can be monitored and controlled.
4. Service Consumer Count specifies the number of intended, identified, named, registered and
authorized service consumers which are allowed and enabled to call and utilize the defined
service for executing and/or supporting their business tasks or private activities.
5. Service Readiness Times specify the distinct agreed times of day when
 the described service consumer benefits are
o accessible and callable for the authorized service consumers at the defined service
delivery point
o receivable and utilizable for the authorized service consumers at the respective
agreed service level
 all service-relevant processes and resources are operative and effective
 all service-relevant technical systems are up and running and attended by the operating
team
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 the specified service benefits are comprehensively delivered to any authorized requesting
service consumer without any delay or friction.
The time data are specified in 24 h format per local working day and local time, referring to the
location of the intended service consumers.
6. Service Support Times specify the determined and agreed times of day when the usage and
consumption of the contracted services is supported by the service desk team for all identified,
registered and authorized service consumers within the service customer's organizational unit or
area. The service desk is the single point of contact for any service consumer inquiry regarding
the contracted and delivered services. During the defined service support times, the service desk
can be reached by phone, e-mail, web-based entries and/or fax, respectively. The time data are
specified in 24 h format per local working day and local time, referring to the location of the
intended service consumers.
7. Service Support Languages specifies the languages which are spoken by the service desk
team(s) to the service consumers calling them.
8. Service Fulfillment Target specifies the service provider's promise of effective and seamless
delivery of the defined benefits to any authorized service consumer requesting the service within
the defined service times. It is expressed as the promised minimum ratio of the counts of
successful individual service deliveries related to the counts of called indivdual service
deliveries. The effective service fulfillment ratio can be measured and calculated per single
service consumer or per consumer group and may be referred to different time periods (workday,
calenderweek, workmonth, etc.)
9. Maximum Impairment Duration per Incident specifies the allowable maximum elapsing
time [hh:mm] between

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 the first occurrence of a service impairment, i.e. service quality degradation or service
delivery disruption, whilst the service consumer consumes and utilizes the delivered
service,
 and the full resumption and complete execution of the service delivery to the content of
the affected service consumer.
10. Service Delivering Duration specifies the promised and agreed maximum period of time for
effectively delivering all specified service consumer benefits to the requesting service consumer
at the defined service delivery point.
11. Service Delivery Unit specifies the basic portion for delivering the defined service consumer
benefits. The service delivery unit is the reference and mapping object for all cost for service
generation and delivery as well as for charging and billing the consumed service volume to the
service customer who has ordered the service delivery.
12. Service Delivering Price specifies the amount of money the service customer has to pay for
the consumption of distinct service volumes. Normally, the service delivering price comprises
two portions
 a fixed basic price portion for basic efforts and resources which provide accessibility and
usability of the service delivery functions, i.e. service access price
 a price portion covering the service consumption based on
o fixed flat rate price per authorized service consumer and delivery period without
regard on the consumed service volumes,
o staged prices depending on consumed service volumes,
o fixed price per particularly consumed service delivering unit.

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SERVICE DELIVERY
The delivery of a service typically involves six factors:
 The accountable service provider and his service suppliers (e.g. the people)
 Equipment used to provide the service (e.g. vehicles, cash registers)
 The physical facilities (e.g. buildings, parking, waiting rooms)
 The requesting service consumer
 Other customers at the service delivery location
 Customer contact
The service encounter is defined as all activities involved in the service delivery process. Some
service managers use the term "moment of truth" to indicate that defining point in a specific
service encounter where interactions are most intense.
Many business theorists view service provision as a performance or act (sometimes humorously
referred to as dramalurgy, perhaps in reference to dramaturgy). The location of the service
delivery is referred to as the stage and the objects that facilitate the service process are called
props. A script is a sequence of behaviours followed by all those involved, including the
client(s). Some service dramas are tightly scripted, others are more ad lib. Role congruence
occurs when each actor follows a script that harmonizes with the roles played by the other actors.
In some service industries, especially health care, dispute resolution, and social services, a
popular concept is the idea of the caseload, which refers to the total number of patients, clients,
litigants, or claimants that a given employee is presently responsible for. On a daily basis, in all
those fields, employees must balance the needs of any individual case against the needs of all
other current cases as well as their own personal needs.

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6.2 MARKETING EFFECTIVENESS
Marketing effectiveness is the quality of how marketers go to market with the goal of
optimizing their spending to achieve good results for both the short-term and long-term. It is also
related to Marketing ROI and Return on Marketing Investment (ROMI).
Marketing effectiveness has four dimensions:
 Corporate – Each company operates within certain bounds. These are determined by
their size, their budget and their ability to make organizational change. Within these
bounds marketers operate along the five factors described below.
 Competitive – Each company in a category operates within a similar framework as
described below. In an ideal world, marketers would have perfect information on how
they act as well as how their competitors act. In reality, in many categories have
reasonably good information through sources, such as, IRI or Nielsen. In many industries,
competitive marketing information is hard to come by.
 Customers/Consumers – Understanding and taking advantage of how customers make
purchasing decisions can help marketers improve their marketing effectiveness. Groups
of consumers act in similar ways leading to the need to segment them. Based on these
segments, they make choices based on how they value the attributes of a product and the
brand, in return for price paid for the product. Consumers build brand value through
information. Information is received through many sources, such as, advertising, word-
of-mouth and in the (distribution) channel often characterized with the purchase funnel,
McKinsey & Company concept. Lastly, consumers consume and make purchase
decisions in certain ways.

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 Exogenous Factors – There are many factors outside of our immediate control that can
impact the effectiveness of our marketing activities. These can include the weather,
interest rates, government regulations and many others. Understanding the impact these
factors can have on our consumers can help us to design programs that can take
advantage of these factors or mitigate the risk of these factors if they take place in the
middle of our marketing campaigns.
There are five factors driving the level of marketing effectiveness that marketers can achieve:
1. Marketing Strategy – Improving marketing effectiveness can be achieved by employing
a superior marketing strategy. By positioning the product or brand correctly, the
product/brand will be more successful in the market than competitors’ products/brands.
Even with the best strategy, marketers must execute their programs properly to achieve
extraordinary results.
2. Marketing Creative – Even without a change in strategy, better creative can improve
results. Without a change in strategy, AFLAC was able to achieve stunning results with
its introduction of the Duck (AFLAC) campaign. With the introduction of this new
creative concept, the company growth rate soared from 12% prior to the campaign to
28% following it. (See references below, Bang)
3. Marketing Execution – By improving how marketers go to market, they can achieve
significantly greater results without changing their strategy or their creative execution. At
the marketing mix level, marketers can improve their execution by making small changes
in any or all of the 4-Ps (Product, Price, Place and Promotion) (Marketing) without
making changes to the strategic position or the creative execution marketers can improve
their effectiveness and deliver increased revenue. At the program level marketers can
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improve their effectiveness by managing and executing each of their marketing
campaigns better. It's commonly known that consistency of a Marketing Creative strategy
across various media (e.g. TV, Radio, Print and Online), not just within each individual
media message, can amplify and enhance impact of the overall marketing campaign
effort. Additional examples would be improving direct mail through a better call-to-
action or editing web site content to improve its organic search results, marketers can
improve their marketing effectiveness for each type of program. A growing area of
interest within (Marketing Strategy) and Execution are the more recent interaction
dynamics of traditional marketing (e.g. TV or Events) with online consumer activity (e.g.
Social Media). (See references below, Brand Ecosystems) Not only direct product
experience, but also any stimulus provided by traditional marketing, can become a
catalyst for a consumer brand "groundswell" online.
4. Marketing Infrastructure (also known as Marketing Management) – Improving the
business of marketing can lead to significant gains for the company. Management of
agencies, budgeting, motivation and coordination of marketing activities can lead to
improved competitiveness and improved results. The overall accountability for brand
leadership and business results is often reflected in an organization under a title within a
(Brand management) department.
5. Exogenous Factors - Generally out of the control of marketers external or exogenous
factors also influence how marketers can improve their results. Taking advantage of
seasonality, interests or the regulatory environment can help marketers improve their
marketing effectiveness.
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6.3 MARKET STRATEGY
A marketing strategy can serve as the foundation of a marketing plan. A marketing plan
contains a set of specific actions required to successfully implement a marketing strategy. For
example: "Use a low cost product to attract consumers. Once our organization, via our low cost
product, has established a relationship with consumers, our organization will sell additional,
higher-margin products and services that enhance the consumer's interaction with the low-cost
product or service."
A strategy consists of a well thought out series of tactics to make a marketing plan more
effective. Marketing strategies serve as the fundamental underpinning of marketing plans
designed to fill market needs and reach marketing objectives. Plans and objectives are generally
tested for measurable results.
A marketing strategy often integrates an organization's marketing goals, policies, and action
sequences (tactics) into a cohesive whole. Similarly, the various strands of the strategy , which
might include advertising, channel marketing, internet marketing, promotion and public relations
can be orchestrated. Many companies cascade a strategy throughout an organization, by creating
strategy tactics that then become strategy goals for the next level or group. Each one group is
expected to take that strategy goal and develop a set of tactics to achieve that goal. This is why it
is important to make each strategy goal measurable.
TYPES OF STRATEGIES
Marketing strategies may differ depending on the unique situation of the individual business.
However there are a number of ways of categorizing some generic strategies. A brief description
of the most common categorizing schemes is presented below:

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 Strategies based on market dominance - In this scheme, firms are classified based on their
market share or dominance of an industry. Typically there are three types of market
dominance strategies:
o Leader
o Challenger
o Follower
 Porter generic strategies - strategy on the dimensions of strategic scope and strategic
strength. Strategic scope refers to the market penetration while strategic strength refers to
the firm’s sustainable competitive advantage.
o Product differentiation
o Market segmentation
 Innovation strategies - This deals with the firm's rate of the new product development and
business model innovation. It asks whether the company is on the cutting edge of
technology and business innovation. There are three types:
o Pioneers
o Close followers
o Late followers
 Growth strategies - In this scheme we ask the question, “How should the firm grow?”.
There are a number of different ways of answering that question, but the most common
gives four answers:
o Horizontal integration
o Vertical integration
o Diversification
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o Intensification
A more detailed scheme uses the categories:
 Prospector
 Analyzer
 Defender
 Reactor
 Marketing warfare strategies - This scheme draws parallels between marketing strategies
and military strategies.

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CHAPTER 7
COMPETITORS
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7.1 COMPETITORS PROFILE
BlueDart
BlueDart is South Asia’s premier courier, and integrated express package Distribution Company. It
has the most extensive domestic network covering over 33,739 locations, and service more than 220
countries and territories worldwide. BlueDart is the only express carrier in the country today which
offers an entire range of services that extend from a document to a charter-load of shipments.
BluDart’s services are relentlessly monitored to deliver a net service level of 99.96%.
FedEx
FedEx Express invented express distribution and is the industry’s global leader, providing rapid,
reliable, time-definite delivery to more than 220 countries and territories, connecting markets that
comprise more than 90 percent of the world’s gross domestic product within one to three business
days. Unmatched air route authorities and transportation infrastructure, combined with leading-edge
information technologies, make FedEx Express the world’s largest express transportation company,
providing fast and reliable services for more than 3.6 million shipments each business day.
DHL
DHL commits its expertise in international express, air and ocean freight, road and rail
transportation, contract logistics and international mail services to its customers. A global network
composed of more than 220 countries and territories and about 275,000 employees worldwide offers
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customers superior service quality and local knowledge to satisfy their supply chain requirements.
India is on the fast track to growth. With increasing trade opportunities, DHL is well positioned to
provide customers in India with integrated end-to-end solutions across domestic and international
express, covering air and road express.
First Flight
First Flight Couriers was founded in 1986 with the setting up of three offices at Kolkata, Mumbai
and Delhi. First Flight has 1200 First Flight Offices across India, 2300 Authorized Collection
Centers, 452 Franchisee Locations Serving over 6700 Pincode Destinations across India with a
Dedicated Workforce of over 17000 plus employees, Strategically located 10 own International
Offices, Serving over 220 countries globally. First Flight’s commitment to corporate excellence and
its yearning towards success has made it a common household name today.
DTDC
DTDC is India’s Largest Express Delivery Network, comprising of over 5800 Channel Partners
spread across the country and a strength of 22,000 professionals enabling deliveries of 11 million
consignments per month across over 10,000 pin-codes in India. Started in 1990 and headquartered in
Bangalore, today DTDC also has a significant global footprint and services 240 international
locations including USA, UK, Canada, UAE, Hong Kong, Australia, China and all ASEAN
countries, through its own operations, joint ventures and business associates. It offers products that
address all Logistics-related needs of its clients, ranging from Express Documents to Heavy Cargo,
from Domestic Premium Products to International Delivery, and from Supply Chain Solutions to
Warehousing.
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Aramex
Aramex is a leading global provider of comprehensive logistics and transportation solutions.
Established in 1982 as an express operator, the company rapidly evolved into a global brand
recognized for its customized services and innovative multi-product offering. In January 1997,
Aramex became the first Arab-based international company to trade its shares on the NASDAQ stock
exchange. After five years of successful trading, Aramex returned to private ownership in February
2002 and continued to expand and excel as a privately owned company, establishing global alliances
and gaining stronger brand recognition. In June 2005 Aramex went public on the Dubai Financial
Market (DFM) as Arab International Logistics (Aramex) with its shares traded under ARMX. Today,
Aramex employs more than 12,300 people in over 353 locations across 60 countries, and has a strong
alliance network providing worldwide presence.
Professional Couriers
Incepted in the year 1987 with a sole mission of catering effective written messages, documents and
cargo “The Professional Couriers” (TPC) have reached the pinnacle of being a truly professional
courier company, having today the infrastructure for bulk cargo both nationally and internationally,
with a strong work force and a network of offices spread globally. TPC have come a long way in
providing total solutions for a broad spectrum from individuals to leading Public Sector
Undertakings, Government Bodies, Corporates, MNCs, Educational and Financial Institutions .
UPS
Founded in 1907 as a messenger company in the United States, UPS has grown into a multi-billion-
dollar corporation by clearly focusing on the goal of enabling commerce around the globe. Today
UPS, or United Parcel Service Inc., is a global company with one of the most recognised and
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admired brands in the world. As the largest express carrier and package delivery company in the
world, UPS is also a leading provider of specialised transportation, logistics, capital, and e-commerce
services. Every day we manage the flow of goods, funds and information in more than 200 countries
and territories worldwide.
ExpressIt
Expressit is a Customer Interface Logistics provider offering services that simplify the inherent
complications, which are part of doing business in today’s world.The company offers 360 degree
B2C logistics solutions to the Banking, Financial Services, Insurance, Telecom, Retail and Aviation
(BFSITRA) Industries. Expressit strives to bridge the gap between customer expectations and service
provider capabilities. The company constantly adapts to the ever changing requirements of the
market thus enabling its customers to stay ahead of competition.

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CHAPTER 8
DATA ANALYSIS
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8.1 DATA ANALYSIS AND INTERPRETATION
1. Which are the logistics services organizations offers?
Table -1 Service Offer
Sl. No. Service Percentage
1 Freight 100
2 Warehousing 89
3 Crossdocking 88
4 Network Design 66
5 Value Adding 98
Chart-1 Service Offer
Valuse Adding,
98 Freight, 100 Freight
Warehousing
Crossdocking
Network Design
Valuse Adding
Network Warehousing,
Design, 66 89
Crossdocking,
88
The pie chart above shows the service offer of each organization. The chart shows that 100%
of the respondents provide freight service and almost 90% provide Warehousing and
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Crossdocking. Only 66% were providing service of Network Design. Other service includes
value adding, which represents 98% of the sample. It includes packaging, labeling etc.
2. Operating with other logistical providers and reasons for decisions.
Table -2 Operate With Logistical Providers
Sr. No. Decisions Percentage
1 Operational Stability 11
2 Cost Effectiveness 10
3 Customer Needs 36
4 Other 96
Chart-2 Operate With Logistical Providers
11 10
Operational Stability
36
Cost Effectiveness
96
Customer Needs
Other
The pie chart above shows the operational decisions and reasons for operations
with other logistical providers. The chart shows that 96% of the respondents operate with
other service providers for different reasons like coordination, clearance, bulk operations etc.
Almost 36% have operations with other providers as per customer needs. Only 11% and 10
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% were providing service along with other providers for the purpose of operational stability
and cost effectiveness respectively. It is stated that 96% of organizations operate with other
logistical providers and remaining 4% as standalone.
3. What is the mode of decisions regarding the operations?
Table-3 Mode of Decision
Sl. Operational Decision Percentage
No.
1 Strategic 37
2 Tactical 88
3 Operational 63
Chart-3 Mode of Decision
63 37
Strategic
Tactical
88
Operational
The pie chart above shows the mode of decisions regarding the operations. The pie chart shows
88% of organizations take tactical decisions followed by 63% with operational decisions and
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37% strategic decisions. Most of the organizations have a mixture of all the decisions in their day
to day as well as in long and short term plans.
4. Which is the area of the activity, that organizations feel best in their service?
Table-4 Best Activity
Sl. No. Service Percentage
1 Freight 98
2 Warehousing 86
3 Crossdocking 87
4 Network Design 4
5 Value Adding 97
Chart -4 Best Activity
97 98
Freight
Warehousing
4
Crossdocking
Network Design
86 Other
87
The pie chart above shows the best activity which organization feels in their operations. The pie
chart shows 98% of organizations have freight in the predominant area, followed by 86% of
warehousing. Another significant area is Crossdocking with 87% as best activity. There is only a
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minor activity based on network design with 4% in pie graph. Most of the organizations have a
mixture of all the activities in their day to day and 97% of organization says other activities bring
in more revenue and the best of their activities, which includes packaging, labeling etc.
5. Number of employees in each type of the service rendered of the organizations
Table-5i Employees
Sl. Departments In Organizations Number of Percentage
No. People in Each
1 Top Management 452 11
2 Operations 468 11
3 Accounts / Finance 451 11
4 Marketing 517 13
5 Human Resource 371 09
6 Documentation /Others 1847 45
Table- 5ii Employees in Gati Ltd.
Sl. Gati Ltd. : Departments Number of Percentage
No. People
1 Top Management 3 14
2 Operations 4 18
3 Accounts / Finance 4 18
4 Marketing 3 14
5 Human Resource 0 0
6 Documentation /Others 8 36
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Table-5iii Employees % of both.
Docu
Top ment
Operatio Acc./Finan Marketin
Manage HR ation/
ns ce g
ment Other
Gati Ltd.
Employees
Percentage 14 18 18 14 0 36
Other
Organization
Employees % 11 11 11 13 9 45
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Chart-5i Employees
50 45
45
40 36
35
30
25 18 18
20 14 14 13 Lintas F&L Employees
15 11 11 11 9 Percentage
10
5 0 Other Organization
0 Employees %
The line charts above shows the comparison of employees in each functional division of
organization with Gati Ltd. . The line chart shows around 14 percentages of people belong to top
management and industry standards has 11 percent, followed by 18% for operations and industry
standards has 11%. Human Resource has to be enhanced and need to be further improved or
need to start in the organization. Documentation also needs to be further strengthened. Marketing
comprises of 14% working in the said area. Most of the organizations have a mixture of top
management with marketing in their activities and functional area. Human Resource comprises
of 371 people and other main area is documentation and workers in the areas of loading,
operational area. This comprises of only 36% and industry standards are of 45%.
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6. What are the locations to which the company caters to?
Table- 6i Catering Locations
Sl. No. Catering Locations Percentage
1 Asia 100
2 Europe 6
3 USA 89
4 Australia 86
5 Africa 71
6 Russia 98
7 Middle East 98
8 Other 90
Table – 6ii Catering Locations
Asia Europe USA Australia Africa Russia ME Other
Lintas
Freight 100 0 100 100 0 100 100 100
Other
Organizations 100 6 89 86 71 98 98 90
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6i Catering Locations
0.9 1 Asia
0.06
0.98 Europe
0.89 USA
Autralia
Africa
Russia
0.86 ME
0.98
Other
0.71
Chart – 6ii Catering Locations
1
0.8
0.6
0.4
Lintas Freight
0.2
Other Organizations
0
Asia
Europe
USA
Lintas Freight
Autralia
Africa
Russia
ME
Other
The pie chart above shows each organizations catering location in the world. The chart shows
100% of organizations cater to Asian region followed by 6% to Europe and 89 % to USA. Each
organization has tremendous catering locations with 86% to Australia, 71% to Africa, 98% to
Russia, 98% to Middle East, and 90 % to other locations. Locations mentioned as other is
company catering frequently with repeat orders of customers. Chart 6ii shows Gati Ltd. can
enter European markets and other favourable market is Africa. This can be looked into very
seriously in future business.

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7. Which division of logistical activity earns the maximum rate of profit for each
organization on a scale of 1-10 and overall profit of each organization?
Table-7i -Maximum Rate of Profit Gati Ltd. F&L Compared with Industry Average)
Profit Scale (1 - 10) Freight Wareho Crossdocki Network Othe
using ng Design r
Gati Ltd. Profit Scale 9 4 5 0 6
Industrial Profit Average 7 6.41 5 5 6
Chart-7i - Maximum Rate of Profit
9
10
7
8 6 6 6
5 5 5
6 4
4
Lintas F&L Profit Scale
2 0
Industrial Profit Average
0
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Table-7ii –Profit of Organization (All Services Combined)
Gati Ltd. Industry Standards
Profit Level in Percentage 13 15.39
Chart - 7ii –Profit of Organization (All Services Combined)
Profit Level
15.39
16 13
14 Profit Level
12
10
Lintas F&L Industry Standards
The bar chart shows each organizations maximum rate of profit in each area on scale of 1-10,
where 1 denotes least profit and 10 denotes the service that fetches excellent profit. The chart
shows Gati Ltd. has ample amount of profit in Freight area followed by Crossdocking and other
value adding activities with 9 and 6 in scale. The chart 7i shows industry average value is 7 for
freight followed by 6.41 for warehousing. It is inferred that freight is giving ample amount of
profit and Cross-Docking, Other including labeling and packaging has industry standards. The
chart 7ii shows profit percentages said by each organization. We can infer that overall profit
percentage for Gati Ltd. has 2.39 percentages lesser compared to industry average. The
organization should implement more strategies to reach industry mark.

Nitesh Kumar Singh
2017-18
8. Comparison of service offered by Gati Ltd. and rating of other organization in the
industry on a scale of 0- 4.
Table-8 Service Comparison (Scale 0-4)
Ease of Client Customer Website Employee
Service Handling Service Efficiency
Gati Ltd. 3 4 4 2 3
Industry Average 3.84 3.76 3.82 3.29 3.83
Chart-8 Service Comparison
4 4
3.84 3.76 3.82 3.83
4
3.29
3.5
3 3
3
2.5
2
2 Lintas F&L
1.5 Industry Average
0.5
0
Ease of Client Customer Website Employee
Service Handling Service Efficiency
The chart shows Ease of Service is not up to the mark, it shows only 3 for Gati Ltd. and the
industry standards is 3.84. So organization can increase their Ease of Service. Client handling is
satisfactory compared with industry standards. Customer service also has remarkable value
compared with industry. Major area to look into is Website easiness, Employee Efficiency. It can
Nitesh Kumar Singh
2017-18
be brought up with a considerable effort by proper handling of human activities by Human
Resource Department.
9. What is the significant lead-time for each service rendered with previous years data of
each organization?
Table – 9ii Lead Time in Days
LEAD TIME IN Freight Warehou Crossdoc Network Other
DAYS(LT) LT sing LT king LT Design LT LT
Gati Ltd. 21 20 30 0 21
Industry Average 23 22 24 10 24
Chart – 9ii Lead Time in Days
30
30 23 24 24
25 21 20 22 21
20
15 10
10
5 0 Lintas F&L
0
Industry Average
The above chart shows the service executed last year in logistics area and the significant lead-
time of each area. The chart shows 4122 numbers of freight service jobs has been executed with
average lead-time of 21 days. Similarly warehousing jobs with 224 and lead-time of 22 days.
While comparing with industry standards Freight is dominating and similarly the main lucrative
area is other (Packaging, Labeling etc.), which has 833 in number and 21 days lead-time.
Nitesh Kumar Singh
2017-18
Organizations lead-time is excellent except for Crossdocking. Focus should be to reduce lead-
time and increase more service.
10. Average elapsed time between order receiving and delivery of the service (Inventory).
Table-11 Elapsed Time
Gati Ltd. Industry Standards
Elapsed Time 3 6.9
Chart- 11 Elapsed Time
Elapsed Time
6.9
7
6
5
3
4 Elapsed Time
3
2
1
0
Lintas F&L Industry Standards
The above chart shows the physical verification check and average elapsed time between order
receiving and delivery of the service. The chart shows 89% of organizations have physical
verification. Average elapsed time between order receiving and delivery of service has an
average of 6.9 days. The total value of elapsed time is 613 days for 89 organizations, hence the
Nitesh Kumar Singh
2017-18
average days are 6.9 as explained in the figure for Industry average. Lintas elapsed time is
remarkable compared to industry standards.
11. Were there any shortage/ excess of stocks noted, in the last verification done?
Table -12i Inventory Shortage
Gati Ltd. Industry
Inventory Short 12 19.8
Chart-12i Inventory Shortage
Inventory Short
19.8
12
20
Inventory Short
0
Lintas F&L Industry
Table- 12ii Inventory Excess
Gati Ltd. Industry
Inventory Excess 0 4.8
Chart-12i Inventory Excess

Nitesh Kumar Singh
2017-18
Inventory Excess
4.8
5
0 Inventory Excess
0
Lintas F&L Industry
The above charts show the Inventory Excess and Shortage faced by organization during
verification. It is evident that shortage faced by Gati Ltd. is less compared to industry standards;
there is a difference of 8. Another aspect is regarding the excess of inventory; in this scenario,
Gati Ltd. has a remarkable lead with comparison to industry.

Nitesh Kumar Singh
2017-18
12. Average number of customer complaints generated and industry average.
Table- 14 Complaints Gati Ltd. with Industry Average)
Gati Ltd. Industry Average
Complaints Generated Last 290 179.71
Year
Chart – 14 Complaints Gati Ltd. with Industry Average)
Complaints Generated Last Year

350
290
300
250
179.71 Complaints Generated
200
Last Year
150
Linear (Complaints
100 Generated Last Year)
50
0
Lintas Industry Average
The above chart shows average number of complaints. The complaints for Gati Ltd. is 290 and
whereas to industry average is around 180 in number. Hence organization should try to reduce
the complaints arising. This can be achieved by increasing new modern methods and facilities to
customers. Organization need to heavily focus onto the issue to reduce number of complaints
arising in operations, customer satisfaction and other similar areas.

Nitesh Kumar Singh
2017-18
13. How does the organization follow up to retain customers.
Table-15 Customer Retention
Sl. No. Service Rating

1 Customer Complaints given preference 100
2 Phone 100
3 Service Intimation 100
4 Gifts 3
5 Email 100
6 Fax 11
7 Other 100
Chart-15 Customer Retention
Rating
100 100 100 100 100
100
80
60
40 11
20 3
0 Rating
The above chart shows preference of complaints and how organization follow up to retain
customers. Its been noted that cent percent of organization follow up with customers for
customer complaints. Most of the preferable methods for contacting customers for new service
intimation and customer realtionship are telephone, email and other methods like marketing /
sales, customer office visit with 100 rating. The least preferred are gifts and fax with 3 and 11 in
rating.
Nitesh Kumar Singh
2017-18
CHAPTER 9
SWOT ANALYIS
Nitesh Kumar Singh
2017-18
9.1 SWOT ANALYSIS
Strength:
 Gati covers 594 districts out of 602 districts in India providing excellent cargo services to
various customers.
 Gati gives more priority to timely delivery than the cost of delivery reflected by vehicle
under utilization.
 Gati was the first company which offered value added services with highest quality to
transport business which was once considered to be a routine business with no scope of value
addition.
 For the successful operation of its business it started a new concept with a group of front-end
entrepreneurial delivery set up popularly known as Gati Associates (GA). This kind of
concept was new to the cargo & courier industries in India.
 Gati was giving assurance a net revenue of Rs 8000/- a month (in 1994) and a financial
arrangement ensured over a period of time to all its GAs for the smooth and successful
running of business.
 In 2000, Gati launched the first railway freight service from Mumbai to Delhi called “Gati
Millennium Train “eying the optimum utilization of cost and grabbing the major share in
Indian cargo market.
 Gati introduces oracle based GEMS package to give all competitive edge to its customers in
leveraging the market opportunities on time.
 It offers cash on delivery for convenience of customers.
 It is the first company which offers money back guarantees policy on cargo services if the
cargos are failed to deliver on time to customers.

Nitesh Kumar Singh
2017-18
 For first time in India, It is introduced a toll free number for the benefits of customers
regarding the queries on its products, services and operation.
 Introduction of SMS based track system for convenience of its customers to track their
shipment of materials.
 It is introduced a special package named “ Gati Saver” in the courier market of India which
enables its customers to send samples, gifts, study materials and printed material ( up to 4kg)
at a flat rate of Rs.89 with service tax to any where within the country.
 In 2006 Gati has redefined its brand name from “we deliver anything any where” to “ahead
in reach” and changed its logo in order to hold the market leadership in Indian cargo market.
 A leading logistics solution provider in third party logistics sector of India.
 First company of India to introduce 7*24 hr booking system for its customers under the
brand name “Café D’eliver”.
 Provides opportunity to its customers for online track of their shipment.
 Provides other additional services like door pick-up and delivery, holiday and Sunday pick-
up.
 Gati is handling 2.2 million of packages in a month across 29 states in India with assured
delivery date on the docket.
 It has developed the excellent connectivity across the country thus enabling it to provide
unparalleled service to its customers.
 Gati is also investing substantial resources in customer relationship marketing through
regular customer meets and customer carnivals which is a new strategy to this industry and
resulted in creating a unique market to Gati.

Nitesh Kumar Singh
2017-18
 Gati has done an alliance with Indian Airline in order to provide services in 550 locations
through 150 branches spread all over a single waybill.
 Gati is operating a call centre on 24*7 basis to receive, respond and monitor customer
complaints.
 In the courier segment Gati was one of first companies to use 2kg and 5kg boxes to capture
the retail courier market.
 Gati is only one Indian Cargo company which runs its business in three modes i.e. surface,
water & air.
 Gati is the only cargo company of India which has its own sea cargo division named Gati
coast-to-coast.
 Gati has opened its branches in foreign countries like China, Hong Kong,
Thailand & in SAARC Countries to strengthen its business.
Weakness:
Gati was a late entrant to generic cargo business.
 Gati took roughly four yearly to stabilize the differential express cargo business from simple
cargo business.
 Due to poor positioning Gati Suvidha was failed to attract the customer thus getting low
market share from courier business.
 Gati’s railway cargo project was failed as it was proved to be highly expensive for Gati and
did not fetch good revenue.
 Gati is still lagging in ware house management to its competitors.

Nitesh Kumar Singh
2017-18
Opportunity:
 Gati’s strategic alliance with Indian air line has created a huge amount of business in air
cargo sector.
 In July 2007 Gati is going to start its own flight operation in association with Indian for air
cargo business.
 Automotive industry in India is growing at 18% per annum creating a huge opportunity for
Indian logistics companies like Gati.
 Textile industry is growing 18-25% per annum in India.
 India’s auto export is growing 25% per annum.
 Indian retail sector is growing 25% annually creating US$ 175-200 billion by 2016.
 Over 8.6 million productions of vehicles with a growth rate over 35% per annum.
 The recent experiment on Alphonoso mango has created a great business opportunity in
packaging for Gati.
Threat:
 Gati’s business model was cloned by several retail courier operators thus creating threat for
Gati’s business.
 Gati’s employees were recruited by its competitors with high salary and other perk and
allowances.
 AFL has ventured in premium cargo (Courier) in the brand name AFL “Wiz” thus creating
threat for Gati’s courier arm Gati-Zipp and Gati-Savor.
 Another major Indian logistics company Patel Road Ways has also entered into retail courier
market in the name of Patel Retail Ltd.

Nitesh Kumar Singh
2017-18
 Global logistics major “DHL” has opened its office in Gurugaon in order to start its business
in north India.
 First Flight, one of the premiere courier company of India is entered in to air cargo sector
with its two own air craft between Delhi and Chennai and very soon entering in Hyderabad
and Bangalore cargo market.

Nitesh Kumar Singh
2017-18
CHAPTER 10
FUTURE PLANS
Nitesh Kumar Singh
2017-18
9.1 FUTURE PLANS
Gati today surged 9.5 per cent after the company said it will invest in start-ups in the delivery
space as the company tries to achieve its target of delivering 1 million packages per day by 2020.
The stock after a positive opening further gained 9.57 per cent to Rs 118.40 on the BSE. At 1.50
pm, the shares were trading off their day's high at Rs 111.20, up Rs 3.15 or 2.92 per cent. On the
NSE, it jumped 9.57 per cent to Rs 118.45 in morning trade. At 1.50 pm, the shares were trading
at Rs 111, up Rs 2.90 or 2.68 per cent. The express delivery and supply chain solutions firm is
exploring strategies for growth to achieve its vision, it said in a regulatory filing yesterday. “Gati
is exploring the burgeoning start-up environment and looking at strategic investment in start-ups
in the logistics sector,” it added. The firm has progressed “considerably” in this direction, Gati
said, adding that it will “shortly” announce a strategic investment. “We are engaging with start—
ups that are aligned with our business to make a strategic investment. These alliances and
investments will help us build capability and capacity,” Gati’s Chief Strategy Officer Dhruv
Agarwal said in a statement. This is a strategic step towards realising Gati’s long-term vision of
handling 1 million packages daily, he added.

Nitesh Kumar Singh
2017-18
CHAPTER 11
FINDINGS &
SUGGESTIONS
Nitesh Kumar Singh
2017-18
FINDINGS
On the basis of study conducted, it is evident that GATI LTD. is following most of pre-
requisites of an efficient logistics (supply-chain management) company.
However there are some areas, which need further attention for increasing the quality of services.
 Gati Ltd. express ltd. is fully aware of the basic need of customers than its competitors.
 The delivery of goods to the customer in the most reliable transit period (and preferably
the shortest) possible.
 The reverse flow of acknowledged, signed delivery records is trust worthy.
 The country's most reliable air and surface network offers a pre-determined delivery
schedule with close to 100% accuracy.
 Gati Ltd. offers the country's most comprehensive communications technology and
customer software to support critical supply-chain distribution demands.
 Gati Ltd. is mainly focuses on the international services.
 Gati Ltd. does not have very well connection with the national airports.
 The national airport services are limited to certain airports and are very expensive.
 At national level transportation of goods is done via road that makes delay in the service.
Nitesh Kumar Singh
2017-18
SUGGESTIONS
 Since Gati Ltd. is mainly focuses on the international services so it must pay attention in
the domestic services.
 Gati Ltd. does not have very well connection with the national airports so Gati Ltd. must
make good connection with the national airports.
 At national level transportation of goods is done via road that makes delay in the service
so the national airport services must be spread to every airport so it will be resulted into
quick service.
 The national airport services are limited to certain airports and are very expensive.
Spreading to the every airport will also result into the reasonable service.
Nitesh Kumar Singh
2017-18
CHAPTER 12
CONCLUSION
Nitesh Kumar Singh
2017-18
CONCLUSION
The process of planning, implementing, and controlling the efficient, cost effective flow and
storage of raw materials, in-process inventory, finished goods and related information from point
of origin to point of consumption for the purpose of meeting customer requirements.
A recent US study found that logistics costs account for almost 10% of the gross domestic
product. The process itself covers a diverse number of functional areas. Involved in logistics are
transportation and traffic, as well as shipping and receiving. It also covers storage and
import/export operations.
The Blue Dart fulfill all the necessary and regulatory requirements of the logistics of goods and
service as a renowned ‘supply – chain management company’, it sincerely concentrate on all the
area of its quality services.
Though it always try to fulfill all the requirement of its customers but it is lacking in the case of
domestic services.
It must pay equal attention on the domestic services so that more and more people can take the
advantages of its ultimate services.

Nitesh Kumar Singh
2017-18
BIBLIOGRAPHY
Nitesh Kumar Singh
2017-18
BIBLIOGRAPHY
WEBSITE- INTRANET:
 www.gati.com
WEBSITE- INTERNET:-
 www.birla.com
 www.google.com
 www.sail.com
 www.bhushan.com
 www.essar.com
MAGAZINES
 Tisco News
BOOKS
 Marketing management- Philip Kotlar
 Marketing management- Kevin Lana Keller
 Marketing management- Abraham koshy
 Marketing management- Mithileshwar jha

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Nitesh Kumar Singh

B.Com (Honours) IInd Year

THIS IS TO CERTIFY THAT THE PROJECT TITLED

HAS BEEN PREPARED BY

Nitesh Kumar Singh

AS PER REQUIREMENT OF CURRICULUM OF B.COM. (HONOURS)- II Year.

Date : Signature of Panel of Teacher

Dr. Anjali Chaudhary &

CHAPTERS PAGE NO.

 List of tables and figure

Introduction of the company

Complete product range

Market share product wise

Findings & Recommendations

CHAPTER PAGE NO.

1. CHAPTER 1: INTRODUCTION OF THE COMPANY

1.2 THE STORY OF GATI

1.3 MILE STONES

2. CHAPTER 2: ORGANIZATION STRUCTURE

2.1 ORGANIZATION STRUCTURE

2.2 FUNCTIONAL AREAS

3. CHAPTER 3: COMPLETE PRODUCT RANGE

3.1 PRODUCT PROFILE

4. CHAPTER 4: PLANT LOCATIONS

4.1 PLANT LOCATION

5. CHAPTER 5: MARKET SHARE PRODUCT WISE

5.1 MARKET SHARE REPORT

6. CHAPTER 6: MARKETING STRATEGIES

6.1 MARKETING MIX

6.2 MARKETING EFFECTIVENESS

6.3 MARKET STRATEGY

7.1 COMPETITORS PROFILE

8. CHAPTER 8: DATA ANALYSIS

8.1 DATA ANALYSIS AND INTERPRETATION

9.1 FUTURE PLANS

9.2 BRITANNIA TO KICKSTART

10. CHAPTER 10: FINDINGS & SUGESSTIONS

11. CHAPTER 11: CONCLUSIONS

which means speed with direction.

products and services.

scientific investigation. Research Methodology is a scientific way to solve research problem. It

may be understood as a science of studying how research is don’t scientifically. In it we study

The scope of Research Methodology is wider than that of research methods.

A research design is defined, as the specification of methods and procedures for

approaches, Research instruments, sampling plan and contact methods.

Research design is mainly of following types: -

Descriptive research in contrast to exploratory research is marked by the prior

formulation of specific research Questions. The investigator already knows a substantial

project is initiated. Descriptive research is also characterized by a Preplanned and structured

CASUAL OR EXPERIMENTAL DESIGN

I. After only design

II. Before after design

III. Before after with control group design

IV. Four groups, six studies design

V. After only with control group design.

VI. Consumer panel design

VII. Exposit facto design

being an exploratory research.

Sampling Size: The sampling size of the study is 100 Respondents.

methodology and conclusions of this project report are as follow:

2. Numbers of respondents were restricted due to the time factor.

3. Scattering from respondents and dealers.