Atlas Copco

A PROJECT REPORT ON “ A M AR K E T S U R V EY O F A T L A S CO P C O ’ S A I R   C OM OMPRE ES SSOR.”

F O R 

IN KUTCH REGION In Partial fulfillment of the requirements for the summer training in the post graduate diploma in management programme 2007-2009 By ANKIT D SHAH (07001) DEEPAK P GADHAVI (07014)

T OLANI I NSTITUTE OF M ANAGEMENT S TUDIES

ADIPUR,KUTCH

2 TOLANI INSTITUTE OF MANAGEMENT STUDIES

ADIPUR,KUTCH

2 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Declara attii o n

W e h e r eb e b y d e c la la r e d t h a t t h i s p r o j e c t e n t i t l e d “ A m a r k e t s u r v e y o f A tl t l as as

o ri r i gi g i na na l

C op o p co c o ’s ’s

w o rk rk

a nd nd

a ir ir

c om o m pr p r es e s so s o r i n K ut u t ch ch

t he he

i nf n f or o r ma m a ti t i on on

c ol o l le l e ct c t ed ed

r eg e g io i o n. n. ”

is

i s ou r  

f ac a c tu t u al al

a nd nd

authentic to best of our knowledge and belief. T h is is

p ro r o je je c t

ha s

b ee ee n

s ub u b mi m i t te te d

o nl nl y

f or or

t he he

p ur u r p os os e

of 

P.G.D.B.M. award from Tolani Institute of Management Studies, Adipur.

Mr. Ankit .D. Shah

(07001)

Mr. Deepak .P. Gadhavi

(07014)

3 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Date: 21/07/2008

4 TOLANI INSTITUTE OF MANAGEMENT STUDIES

A C K N O W LE D G E M E N T First and foremost, we are thankful to GOD for giving us the a bi b i li l i ty ty

a nd nd

i ns n s pi p i ra r a ti t i on on

f or or

t ak a k in in g

up

t hi hi s

p ro r o je j e ct ct

t as as k

w it it h

sincerity and dedication. We wish to express our full appreciation t o a ll l l t ho h o se s e w ho h o h av a v e c on o n tr t r ib i b ut u t ed e d t o t he h e f ul u l fi f i ll l l me m e nt n t o f t hi hi s  project.

A special word of thanks to Mr. Abhijit, Area sales Manager of  Atlas Copco, and Mr. Niraj Nankani, authorized dealer of Atlas Copco - Gandhidham for trusting our ability and giving us this opportunity to show our potential. We are heartily thankful to Mr.   Nadeem and the whole staff of Chetak Engineers for their cooperation in all the ways.

We would also like to express our deep sense of gratitude to Prof. Sandip Trada, Sr. Faculty - TIMS and Prof. P. S. Ganguly Sr. Faculty - TIMS who were our source of inspiration and guided us all along the way.

5 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Finally, we would also like to thank all the industry people for  e x t e nd i n g t h e i r s u p p or t , c o - o p e r at i o n , a n d t h e i r v a l u a b le t i me t o get the desired information regarding the project.

I N D EX

Sr. No.

Topics

Page No.

1.

PREFACE

7

2.

EXECUTIVE SUMMARY

8

3.

RESEARCH OBJECTICE

9

4.

RESEARCH METHODOLOGY

10

a) Research design

10

b) Data Colle ctio n

5.

10

c) Field work

11

d) Analysis

11

INTRODUCTION

12

a) Corporate history

13

b) Visi on

6

17

c) Mission

18

d) Core values

18

e) SWOT analysis

20

QUESTIONNAIRE ANALYSIS AND INTERPRETATION

22

7

PRODUCT OFFERING

40

8

COMPITITORS

43 6

TOLANI INSTITUTE OF MANAGEMENT STUDIES

9

LIMITATIONS OF STUDY

45

10

ANNEXURE

46

11

a) List of visited companies

46

b) Questionnaire

51

BIBLIOGRAPHY

54

Preface

T h e m a i n a i m o f p r a c t i c al t r a in i n g i n P G DB M i s t h a t t h e s t u d e n t c o m es t o k n o w a b o u t t h e r e a l w o r k in g o f a n i n d u s t r ia l u n i t . T h e bookish knowledge that they acquire in the institute is useful but t he

r ea li ty

i s q ui te

d i f fe re n t . W he n c o m pa re d

w it h b u s in es s

organization the practical training of the business unit makes the student more close to the management in practice

W e h a v e u n d e rt a k en t h i s p r o j e ct t o k n o w t h e p o t e nt i a l a n d b r a n d  preference with respect to the air compressor.

W e h a ve u n de r ta k en t h is p r oj e ct f o r t h e p a rt i al f u lf i ll m en t o f   summer training in PGDBM program

7 TOLANI INSTITUTE OF MANAGEMENT STUDIES

E X E CU T I V E S U M M AR Y The objectives of this project were to know the potential of the air compressors in Kutch region. Our target was to visit all the industries located in Kutch region. In our study, we found that p o t en ti a l o f a ir c om pr es s o rs m ar ke t i n K u t ch r e g io n i s v e r y  promising. Earlier the market of air compressors in Kutch region was not so auspicious because of the lack of industries in this region.

Now the scenario has changed and the demand of air compressors has increased dramatically because the tax holiday given by the g o v e rn m e nt a f t er t h e e a r t h q u a k e i n K u t c h w h i c h e n c ou r a g ed t h e i n d u st r i es t o e x p a nd t h e ir b u s i ne s s a n d e x p lo i t t h e r e s o u r c es a n d take full advantages of geographical location. India has paced up with the growing manufacturing sector of country.

According to our survey, companies like Ingersoll Rand and Atlas Copco have dominated the air compressor market. In recent times, o t h e r c o m pa n i es l i k e E l g i, C . P ( C h ic a g o p n e u ma t i c) , K i r lo s k a r   have also penetrated in this segment.

We have also found the key factors of brand preference of air  compressors, which were: 8 TOLANI INSTITUTE OF MANAGEMENT STUDIES

•

Price

•

Power consumption

•

Maintenance interval

•

After sale service.

•

Discounts on bulk purchasing and schemes.

•

Loyalty towards company or dealer.

R E S EA R C H O B J E C T I VE The first step in consumer research process is to define carefully t h e o b j e c t i ve s o f t h e s t u d y . A c a r e fu l l y t h o u g h t- o u t s t a t e m en t o f   o bj ec ti ve s h el p t o d ef in e t he

t yp e a nd

l ev el

o f i nf or ma ti on

needed.

Primary Objective:-

•

T o k n o w t he m ar k e t p o t en t i al o f a ir c o m pr es s or s i n t he region of Kutch.

•

To

generate

lead

for

the

dealer

of

atlas

copco

in

Gandhidham.

Secondary objectives:-

•

To

classify

the

customers

according

to

the

compressor.

•

To know the preferred brand of customers.

9 TOLANI INSTITUTE OF MANAGEMENT STUDIES

type

of  

•

T o s tu d y p re f e re nc es o f t he c u s to me r w hi le b u y in g t h e compressor.

•

To find out whether customers are aware about VSD concept of atlas copco.

•

To study, whether the customers are satisfy with the after  sale service of the company or not.

R E S EA R C H M E T H O DO L O G Y Marketing Research is the systematic design, collection, analysis a nd

r ep or t in g

of

d at a

an d

f in di n gs

r e le va n t

to

a

s pe c if ic

marketing situation facing the company.

a. Research Design: Business Research produces information to reduce uncertainty. It helps focus decision-making. Research Design is the master plan o f s pe ci fy in g t h e m et h o ds a nd p r o ce du r e s f o r c o l le c t in g a nd analyzing needed information. The study was about to know the market potential of ATLAS COPCO in KUTCH. This project is an e x pl o ra t or y s t ud y. E x pl o ra t or y R e se a rc h i s a n i n it ia l r e se a rc h conducted to clarify and define the nature of a problem.

b. Data co llection: Most of the information has been taken from primary data, while s om e

s ec on da ry

d at a

a ls o

w as

u se d.

P r im ar y

d at a

a re

d at a

gathered for a specific purpose or for a specific research project. Secondary data were collected for another purpose and already exists somewhere. 10 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Primary data were collected with the help of questionnaire. A questionnaire consist a set of questions presented to respondents for their answers. Because of its flexibility, the questionnaire is by far the most common instrument used to collect primary data. Questionnaires were filled with personal interview.

c. Field work: W e h av e v is i t ed

1 52 c om pa n i es

i n K ut ch f o r t he

f ie ld wo rk .

During the fieldwork, we were under the guidance of professors as well as corporate people. No intermediaries were used to fill the questionnaires.

d. Analysis: To

a n a ly se s

t he

q u e st io n n ai re

S im pl e

T ab u l at io n,

F re q u en c y

Table and Percentage has been used. Simple Tabulation is a count of the number of responses to a question and placement of them is a frequency distributio n. Frequency table is a sample tabulatio n t h a t i n d ic a t es

f r e qu e n c y w h i ch r e s p on d e n ts g i v e a p a r t ic u l ar  

answer. Percentage is a part of whole expressed in hundreds.

11 TOLANI INSTITUTE OF MANAGEMENT STUDIES

INTRODUCTION

12 TOLANI INSTITUTE OF MANAGEMENT STUDIES

a. Corporate History:

•

February 21, 1873 – Company started as AB Atlas by E du ar d

F ra n c ke l

who

was

financed

by

A.

O.

Wallenberg and others.

•

1 8 7 3 –   A B A t l a s a c q u i r e d E k e n b e r g s S o n e r ,  a r a i l w a y c a r  m a k e r .

•

1890 – AB Atlas underwent liquidation after suffering h e a v il y f i n a nc i a l ly d u e t o c o m pe t i t io n f r o m s m a ll e r   n i b l e c o mp a ni e s. A .O . W al l en b er g , h i s s o n a n d t h e  bank  E n s k i l d a B a n k e n h e l p e d i n r e s t r u c t u r i n g i t .

•

1898 – AB Atlas acquired the rights for Sweden to manufacture Rudolf Diesel's engine under a subsidiary company AB Diesels Motorer

•

1 9 01 – T h e f i r s t p n e u m a t i c t o o l w a s o f f i c i a l l y a d d e d t o t h e p r o d uc t i on l i n e – a p n e u m a t ic r i v e t i n g h a m m e r   which

was

originally

designed

for

their

own

compressor

was

workshops.

•

1905

–

The

first

portable

m a nu f ac t ur e d* 1 9 11 – A B A t la s c o mp l et e d a m o ve away

from

railway

car

manufacturing

to

more

a d v a n c e d p r o d u c t s : (c o m p r e s s o r s a n d m a c h i n e s d r i v e n  by compressors) where competition was less.

13 TOLANI INSTITUTE OF MANAGEMENT STUDIES

•

1 9 1 7 – A B A t l a s c o n s o l id a t ed t h e c o m p a n y u n d e r t h e name AB Atlas Diesel and ceased production of steam e n g i n e s.

•

1920 – AB Atlas Diesel compressor business was hurt after distribution collapsed due to World War I and d e m a n d d r o p p e d d u e t o s e v e r e d e p r e s s i o n. T h i s f o r c e d the company to emphasize the diesel engine business.

•

1924 – AB Atlas Diesel relocated to Sickla, Nacka and sold some assets to improve liquidity.

•

1948 – AB Atlas Diesel sold out its diesel business a ft er i t t ur ne d o ut n ot t o b e a s p ro fi ta bl e a s a i r  c o m pr e s s o rs ,

d e s pi te

t he

c om pa ny

p u t ti n g

l ot s

of 

e f f o r t i n i t . P o l a r A t l a s , a S we d is h b r an d o f m ar i ne d ie se l

e ng in e

s ta rt ed

in

1 90 3,

m er ge d

i nt o

A tl as

Copco.

•

1 9 5 6 – A B A t l a s D i e s e l c h a n g e d i t s n a m e t o Atlas Copco,

a cr on ym

its

current

of

t he

name.

Belgian

The

word

e q ui v al e nt

copco

is

an

o f   Compagnie

Pneumatique Commerciale. Atlas Copco then acquired

Arpic Engineering NV.

•

1968 – The AB Atlas Copco group was divided into three production companies – Atlas Copco Mining & C on st ru ct io n

T ec hn iq ue s

( MC T ) ,

A tl as

Airpower and Atlas Copco Tools.

14 TOLANI INSTITUTE OF MANAGEMENT STUDIES

C op co

•

1 9 7 2 – A tl as C op co M CT i nt ro d u ce t he ir f ir s t a ll hydraulic tophammer rockdrill COP1038.

•

1 9 7 5 – A B A t l a s C o p c o b o u g h t a m a j o r i t y o f   B e r e m a  –  k n o w n f o r l i g ht w e ig h t   p e t r o l d r iv e n r o ck d r il l s a n d b r e a k e r s – a c o m p l e m e n t t o t h e i r  C o b r a d r i l l .

•

1976 – Small compressors for these drills were added, t hr ou gh

t he

a cq ui si ti on

o f   Mauguière

a

French

company.

•

2 0 0 5 – A t l as C o p co l a u n ch e s a r e v o lu t i on a r y c o n c e p t for mobile compressor. With an ultra resistant canopy, the HardHat give a new face to mobile compressors in the street. [1]

•

2 0 0 7 – A tl as C op co F la gs O ff t h e f ir s t B la s t H ol e D r i l l I D M 3 0 m a nu f ac t ur e d f r om i t s h i gh t e ch A DS facility at Nashik factory-June 28th.

Atlas Copco is a Swedish industrial company that

w as f o u nd e d i n 1 8 7 3 . I t m an u fa c tu r es i n du s tr i al

t o ol i ng

and

equipment.

The Atlas Copco Group is a global industrial group of companies h e a d qu a r t er e d i n S t o ck h o l m, S w ed e n . R e v e n u e s f o r 2 0 0 7 t o t a le d BSEK 63. The Group employs more than 33,000 people. The Atlas Copco Group manufactures products on 68 production sites in 20 countries. 15 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Atlas Copco companies develop and manufacture industrial tools, c o m p re s s e d a i r e q u ip m e nt , c o n s tr u c ti o n a n d m i n in g e q u ip m e nt , assembly systems, and offer related service and equipment rental. T h e p r o d u c t s a r e s o l d a n d r e n t ed u n d e r d i f f e re n t b r a n d s t h r o ug h worldwide sales and service network reaching 150 countries, half  o f w h i c h a r e s e r v e d b y w h o ll y o r p a r tl y o w n e d s a l e s c o m p a n i es . In

t he

o th er

c ou nt ri es ,

t he

p ro du ct s

a re

m ar ke te d

t hr ou gh

d i s t ri b u to r s a n d s e r v i c e n e t w o r k s. T h e G r o u p o p e r at e s t h r o u g h a n u m be r o f d iv i s io n s T e c h n i q u e,

w it hi n f ou r b u s in e s s a re a s ; C o m p r e s s o r

C o n st r u c t i on

and

Minin g

T e c h ni q u e ,

and

Industrial Technique.

In close cooperation with customers and business partners, and with more than 130 years of experience, Atlas Copco innovates for superior productivity.

T h e p r od u ct s a n d s e rv i ce s r a ng e f r om c o mp r es s ed a i r a n d g a s e q u ip me nt , g e n er at o r s, i n d us t r ia l

t o o ls

c on s t ru c t io n

a nd a s s em bl y

a nd

s ys te ms

to

m in in g

e qu i p me n t ,

r el at ed

a ft er ma r k e t

and rental.

A t la s C o pc o' s c u st o me r s a r e l o ca t ed a l mo s t e v er yw h er e o n t h e globe. To them, Atlas Copco is a local company; at the same time, t h e A t la s C op c o G r ou p i s a g l ob a l e n te r pr i se w i th w or l dw i de resources. T h e G r ou p h a s 6 8 p r od u ct i on f a ci l it i es i n a b ou t 2 0 c o un t ri e s. M a n uf ac tu r i ng

is

m ai nl y

c o n ce nt ra t e d

i n B el gi u m , S we de n ,

the United States, India, Germany, France, and China.

16 TOLANI INSTITUTE OF MANAGEMENT STUDIES

b. Vision:

Atlas Copco's vision is to be a leader in each of its businesses. This means that the Group must be first in mind of its customers, but also to be their first choice - to give the best value.

The vision shall be achieved through three main strategies:

D e v el o p me n t t h r o ug h c o n ti n u o us i m p ro v e me n t o f e x i s ti n g operations and products as well as innovative business concepts a n d n e w t e c h n o l og i e s , a m o n g o t h e r a r e a s s a f e gu a r d d e v e l o p me n t of the Group.

M o st d i vi s io n s a r e p r od u ct - dr i ve n i n o r de r t o g i ve e a ch p r o d uc t t h e b e s t c h a n ce i n t h e m a r ke t t o s a t is f y c u s t o m er n e e d s. Each division is specialized within a specific product area and has total responsibility for product development, manufacturing, and sales and service operations.

Growth in order to secure long-term profitability is a top p r i o ri t y. T h i s s h a ll b e a c h ie v e d t h r o ug h t h r ee m a in d i r e ct i o n s. F i rs t ly , o r ga n ic g r ow th b y b r in g in g n e w p r od u ct s - d e ve l op e d from core technologies - and new applications to new markets. Secondly, strengthening the presence in Asian markets. Finally i nc r ea si n g

r ev e nu es

r e la te d

to

"us e

of

p r od uc t s" ,

s uc h

as

m a in t en a nc e , s p ar e p a rt s a n d a c ce s so r ie s a s w e ll a s e q ui p me n t rental.

17 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Operations, which are specialized in services related to "use of products", are both product and customer-driven. This means t h at t h e r a ng e o f p r od u ct s o f fe r ed c o ul d a l so i n cl u de p r od u ct s , which

are

not

manufactured

by

Atlas

Copco.

The multi-brand strategy also plays a significant role for the Group. Products are differentiated and are marketed via various b r a n ds t h r o ug h d i f fe r e n t d i s t r i b u ti o n c h a n ne l s i n o r d e r t o b e t t er   satisfy specific customer needs.

c. Mission:

Atlas Copco’s goal is to design, manufacture, sell and offer  services that have the best performance and lowest overall cost in the industry during the lifecycle of the product.

d . C o r e Va l u e s :

O u r v a l u e s e x p r e s s w h a t t h e A t l as C o p co G r o u p s t a n ds f o r , w h a t we think it takes to be able to serve our customers effectively. Our values are guidelines for how to meet the needs of our target groups.

T he se v al ue s w il l h el p u s t o a ct c on si st en tl y - t o p ro je ct a common picture of Atlas Copco, at every level, be it in a sales m e et in g,

a

t ec hn i ca l

c on su lt at io n

or

a

p r od uc t

b ro ch u re .

This consistency will give the customer the necessary confidence t o p ur su e a r e l at io n s h i p w it h A tl as C op co , a nd i nc re a s e o u r   chances of building and maintaining lasting relations. 18 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Interactive A significant attribute of Atlas Copco is our ability to listen t o a nd

u n d er s t an d t he

e mp lo ye es

a nd

o th er

d iv e r se t ar ge t

n ee d s

g ro up s,

o f o ur c ou pl ed

c u s to me rs , w it h

o ur  

capacity to create new and better solutions based on what we

l ea rn

f ro m

t ha t

i nt er ac ti ve

p ro ce ss .

T hi s

a pp ro ac h

r e q u ir e s k n o w le d g e , p r e s en c e , f l e x ib i l i ty a n d i n v o lv e m en t i n t h e ir p r o c es s e s . I t m e a ns m a k in g c u s t om e r r e l a t i on s a n d s er vi ce s

a

p ri or it y.

responsibility

A nd

f or

u s,

for

it

a ls o

e nt ai ls

the

t ak in g

environment.

Committed W e a r e f u ll y c o mm it t ed t o o u r c u st o me r s' b u si n es s a n d t o t al ly e ng a g ed i n e ac h a nd e v e ry p r o je ct w e u n d er ta ke t o g et he r.

W he th er

we

a re

e nt er in g

a

n ew

g eo g r ap h i ca l

m a r ke t o r a n e w s e g m e n t o f a w e l l- e s t ab l i s he d i n d u s t r y, o r   e mb ar k i ng o n a n e nt ir el y n ew a p p li ca ti on o f a ny o f o u r   e xi st in g p ro du ct s, w e a re t he re t o s ta y. W e b el ie ve i n l a st i ng r e la t io n sh i ps . T h at i s o n e o f t h e r e a s on s w h y w e a t t ac h i m p or t a nc e t o c o n s is t e n tl y d e l iv e r i ng h i g h - qu a l i ty p ro du ct s

a nd

k ee pi ng

o ur

p ro mi se s.

A nd

t ha t

is

w hy

customers feel confident about establishing close and longterm

relationships

with

Atlas

Copco.

Innovative I t i s o u r b e l ie f t h a t t h e r e i s a l wa y s a b e tt e r w a y o f d o in g t h i ng s .

T ha t e x p la in s w h y

A tl as

C op co

i s c on ti nu o u s l y

striving for better and more efficient solutions - be it in 19 TOLANI INSTITUTE OF MANAGEMENT STUDIES

p r od u ct during

d e ve l op me n t, the

course

t h e p r od u ct i on

of

any

number

l i ne , of

m ar k et i ng activities.

or  By

c o n s is t e n tl y f o c u s i n g o n p r o g re s s , w e a r e a b l e t o r a i s e o u r   c u st o me r s' p r od u ct i vi ty . T h at i n no v at i ve s p ir i t i s a v i ta l p a rt o f A t la s C o pc o 's i d en t it y , a v i ta l p a rt o f o u r w a y o f   c o n d uc t i ng b u s i ne s s . I t i s a l s o t h e d r i v i n g f o r c e w h i c h h a s made us a leader in our industry.

e. SWOT Analysis

Stre ngth :

•

Simple, quick and low cost maintenance.

•

More air for less power.

•

Complete compressed air installation.

•

Simple and high reliability.

•

Clean and dry air.

•

Silent power.

A t l as C o p c o c o m p r es s o r s b a s e d o n r o t ar y s c r e w t e c h n ol o g y h a v e always

set

the

benchmarks

of

reliability,

economy

and

 performance in the industry.

M in i m um

c o m po n e n t s,

t ot al

i nt eg r a ti on

of

r e f ri ge ra n t

d r y er ,

c o mp r es s ed a i r f i lt e rs a n d a i r t a nk s i n su r e a c o mp a ct d e si g n. A d va n ce s o un d d a mp e ni n g e n su r es s i le n t p o we r . R el i ab i li t y o f   screw technology makes the Atlas Copco 100% continuous duty operation. All this combine to make it the perfect compressed air  solution for all the industries.

20 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Weak ness :

•

After sales services are not satisfactory.

•

Service engineers are not well trained.

•

Many of the Atlas Copco compressors have manufacturing mistakes.

•

Procurement of the spare parts is difficult.

•

Manuals are not user friendly.

•

O n c e t h e l e a d i s g e n e r a t ed o r i f t h e c u s t o m er w a n t s t o b u y Atlas Copco compressor than there is no proper guidance and no proper follow up is taken.

Oppo rtuni ty : T h e re i s i m m e n s e o p p o r tu n i t y f o r t h e m a r ke t o f t h e c o m p r e ss o r s in the Kutch region because there are as many as 6 SEZ approved (special economic zone) in this region which creates the indirect demand

for

the

compressor

as

it

fulfills

the

pneumatic

requirements in the industries

Threats: The threats to this industry are that new companies are coming thick and fast with new advanced technology and services and the e x i st in g

c om pa n i es

b ec o mi ng

v er y

l ik e E lg i,

c om p et i ti v e

I n g er s o ll

d ay

by

R an d a nd

d ay

in

s en se

durability, after sales services.

21 TOLANI INSTITUTE OF MANAGEMENT STUDIES

o th er s of

a re

p ri c e,

Q U E S TI O N N A I R E A N A L YS I S A ND INTERPRETATION Type of industries where we visite d in Kutch?

Sr.no

1 2 3 4 5 6 7 8 9 10

Industries segment

Number of   industries visited 53 51 17 4 8 2 5 8 4 152

Engineering Timber Chemical Pharma Food Salt FMCG Te x til e & Po lyme r Others Total

22 TOLANI INSTITUTE OF MANAGEMENT STUDIES

% of total

34.87 33.55 11.19 2.63 5.26 1.32 3.29 5.26 2.63 100

visited ind us tries in k

5% 3% engineering timber 

3%

1% 5%

chemical

35%

3%

pharma food

11 %

salt fmcg textile & polym others 34 %

1) Do you use compressors?

Industries uses compressors Industries do not use compressors Total visited industries

No .of industries 80 62 152

Percentage 53 % 47 % 100 %

2) Which types of air compressor are u sed? 23 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Sr. no

Type of compressor

Total no. of compressors

1

Rotary Screw type

130

2

Reciprocating

16

In the Kutch region 89% of the compressors are screw type where

only

11%

R ec ip r o ca t i ng

t yp e

of of

compressors c o m pr e s s o r

are

reciprocating

i s b a s ic al ly

s ma ll

type.

s iz e

of 

compressors.

Why rotary screw compressors?

Companies are using more number of screw type air compressors  because of following reasons:

•

It is used more in 150 psig (pound force per square inch gauge), lubricated air systems above 30 hp.

•

It

is

used

for

c o n s t a n t - vo l u m e ,

v a r i a b l e - pr e s s u r e

applications. •

Oil or water is used for sealing and cooling.

•

M us t

v en t

r es e r vo ir

to

l o w er

p ow er

c o n su mp ti on

unloaded. •

Delivers high air volume in a compact space.

•

Smooth, pulse-free output.

•

Easy to install and maintain.

•

Low vibration.

Why reciprocating air compressors?

24 TOLANI INSTITUTE OF MANAGEMENT STUDIES

w he n

•

Cost advantage as a single-acting, air cooled unit below 30 hp.

•

Double-acting

units

used

above

250

psig

and

in

nonlubricated applications. •

 Normally used for heavy-duty, continuous service.

•

High overall efficiency.

•

Operates efficiently at partial loads.

•

Saves horsepower in no-load conditions.

•

High initial and maintenance costs.

•

Large sizes require heavy foundations.

W h er e t h e u s e o f c o mp r es s or s a r e n o t f r eq u en t ly , s o t h ey a r e using reciprocating because it is not very costly as compare to screw type of compressors. That’s way There are 89% of the companies in Kutch are using screw type of  air compressors.

Reciprocating, 1

,

,

Screw type Reciprocating

Screw type, 13

25 TOLANI INSTITUTE OF MANAGEMENT STUDIES

3 ) W he n y ou b uy c om pr es so rs w hi ch b ra nd c om es first in your mind?

•

Atlas Copco (61% of customer preferred this brand)

•

I n ge r so l l

R a nd

( 21 %

of

c us to me r

p re fe rr ed

 brand) •

Elgi (9% of customer preferred this brand)

•

C.p (5% of customer preferred this brand)

•

Others(4% of customer preferred other brand)

26 TOLANI INSTITUTE OF MANAGEMENT STUDIES

t hi s

4) Which company’s air compressor you use?

Sr. no

Company’s name

Number of compressor

1 2 3 4 5

Atlas copco Ingersol rand Elgi C.P(Chicago pneumatic) Others(gajjar, Hitachi ,indo

76 24 13 16 17

6

air ,etc TOTAL

146

There is 52 % market of Atlas Copco in Kutch region, Ingersoll Rand has second position with 16 % of market share, Elgi has 9 % of market share, C.P has 11 % of market and other companies have 12 % of market in Kutch region.

compressors used in visited industries 80

  r   o 70   s   s   e   r 60   p   m50   o   c    f 40   o   s   r 30   e    b 20   m   u 10   n

atlas copco 76

elgi 13

ingersol rand 24

others 17

c.p 16

0 name of the company at las c opco

elgi

ingers ol rand

c .p

others

27 TOLANI INSTITUTE OF MANAGEMENT STUDIES

5 ) W h ic h a r e t h e i mp o rt a nt p a ra m et e rs t o b u y t h e compressors?

•

Brand

•

Price

•

After sales service

•

Power consumption

•

Maintenance

•

Pressure req. of the plant

•

Hours of operations

•

Applications

28 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Parameters

1

2

3

4

5

Brand

3

7

13

13

22

(5.1%)

(12%)

(22.41%)

(22.41%)

(37.93)

2

4

7

10

35

(3.44%)

(6.89%)

(12%)

(17.24%)

(60.34)

3

0

0

7

48

(12%)

(82.75)

Price

After sales service

(5.1%)

Power 

28

17

7

4

2

consumption

(48.2%)

(29.31%)

(12%)

(6.89%)

(3.44%)

Maintenance

12

13

9

11

13

(30.68%)

(22.41%)

(15.51%)

(18.96%)

(22.41%)

2

8

0

14

34

(3.44%)

(13.8%)

(24.14%)

(58.62%)

Hours of 

19

15

8

7

9

operation

(2.75%)

(25.86%)

(13.80%)

(12.1%)

(15.51%)

29

12

0

18

1

(50%)

(20.67%)

(31.03%)

(1.72%)

Pressure reqd of plant

Application

5-Most important important

4-important

3-average

1-Least important

Sample calculation:-

(1*3) + (2*7) + (3*1 3) + (4*13) + (5*22) = 218 = 3.75 (3+7+13+13+22) 58

29 TOLANI INSTITUTE OF MANAGEMENT STUDIES

2- not so

Brand: the mean of the brand is 3.75 i.e. it shows that for the

companies brand is important parameter.

Price:

the mean of the price is 4.2 i.e it shows that for the

companies price is one of the most important parameter.

After sales service: the mean of the after sales service is 4.67 it

shows that for the companies after sales service is also one of the most important parameter.

P o w e r c o n s u m p t i o n : t h e m e a n o f t h e p o w e r c o n s u mp t i o n i s 1 . 8 8

i . e i t s h o ws t h a t f o r t h e c o m pa n i e s p o w e r c o n s u mp t i on i s n o t s o important.

M a i n t e n a n c e : t h e m ea n o f t h e ma i n te n a n ce i s 1 . 9 7 i. e

i t s h ow s

that for the companies Maintenance is not so important parameter.

Pressure requirement of plant: the mean of the

P r e s su r e r e qu i r e me n t o f p l a nt i s 4 . 2 1 i . e. c om pa ni es

P re ss ur e

r eq ui re me nt

of

I t s h o ws t h a t f o r t h e

p la nt

is

v er y

i mp or ta nt

 parameter.

H o u r s o f o p e r at i o n : t h e m e a n o f t h e h o u r s o f o p e r a t i o n i s 2 . 5 2

i.e. it shows that for the companies’ hours of operation is average  parameter.

Application: the mean of the application is 2.24 i.e. it shows that

for the companies application is not so important parameter.

30 TOLANI INSTITUTE OF MANAGEMENT STUDIES

6 ) W ha t d o y ou t hi nk a bo ut a ft er s al es s er vi ce o f   Atlas Copco?

Sr .no 1

2

3

4

Category

Poor

Not very

Average

Good

Excellent

Installations &

(1) 2

good(2) 4

(3) 13

(4) 17

(5) 22

commissioning

(3.5%)

(6.89%)

(22.41%)

(29.31%)

(37.93%)

Technical

22

16

17

9

1

support

(37.93%)

(27.58%)

(29.31%)

(15.51%)

(1.72%)

Dealer service

19

22

14

3

0

(32.75%)

(37.93%)

(24.13%)

(5.17%)

7 (12.6%)

8

15

15

(13.79%)

(25.86%)

(25.86%

2 (3.44%)

) 5

Annual maintenance

5

6

Service kit

Calibration service

1-poor

13 (22.4%)

33

17

(56.9%)

(29.31%)

2 (3.44%)

7

9

14

16

(12%)

(16%)

(24.1%)

(28%)

(8.62%)

2- not very good 4- Good

1 (1.72%)

3- average 5- excellent

31 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Sample calculation:-

(1*2) + (2*4) + (3*13) + (4*17) + (5*22) (3+7+13+13+22)

= 227 = 3.91 58

Installations & commissioning: the mean of the installation is

3.91 i.e. it shows that installation is good.

Technical support: the mean of the technical support is 2.51 i.e.

i t s h o ws t ha t t he t ec hn ic a l s u p po r t g iv en b y t he c o m pa ny i s average.

D e a l e r s e r v i ce : t h e m e a n o f t h e d e a l e r s e r v i c e i s 2 . 0 2 i . e . i t

shows that the dealer service is not very good.

Annual maintenance: the mean of the annual maintenance is 3.33

i .e . i t s ho ws t ha t t he a nn ua l m ai nt en an ce i s a ve ra ge b y t he company.

S e r v i c e k i t : t h e m e a n o f t h e s e r v i ce k i t i s 1 . 6 9 i . e . i t s h o ws t h a t

the service kit given by the company is not very good.

C a l i b r a t i o n s e r v i c e : t h e me a n o f th e c a li b r a ti o n s e r vi c e

i s 3 .0 8

i.e. it shows that the calibration service given by the company is average.

7) Do you have any expansion plan? 32 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Only 15 companies (9%) have any expansion plan in near  future.

8) Applications of the compressors? •

P n e u ma t i c o p e r a t io n s ( 6 0 . 34 % o f c o m pa n i es u s i ng f o r t h i s  purposed)

•

Pigging (5.17% of companies using for this purposed)

•

F r e e a i r ( f o r c l e a n i ng p u r p os e ) ( 1 7 .2 4 % o f c o m pa n i e s u s i n g for this purposed)

•

Air pressure (3.44% of companies using for this purposed)

•

Packing/sealing (12.06% companies using for this purposed)

•

Press/blowing (1.72% of companies using for this purposed)

applications of air compressors

12%

2%

3% 17% 61% 5%

p nematic o pratio ns

p igging

free air

air p ress ure

p acking

p res s

33 TOLANI INSTITUTE OF MANAGEMENT STUDIES

9) Are you aware about VSD concept of atlas co pco?

Only 28 % of people are aware about VSD concept where as 62 %   people don’t have any information regarding VSD technology of  Atlas Copco.

What is VSD CONCEPT?

V SD

( va ri ab le

s pe ed

d ri ve )

t ec hn ol og y

m in or s

a ir

u sa ge

a u t o ma t i c al l y a d j u st i n g t h e m o t or s p e e d d e p e n d i ng o n d e m an d . L ow er ed

s ys te m

p re ss ur e

m in im iz es

e ne rg y

u se

a cr os s

t he

p r o d uc t i o n t o r e d u ce e n e r gy c o s t . W i t h V S D t e c h n o l og y , A t l as Copco has made major energy coast savings a reality

E n e rg y c a n r e p r es e n t o v e r 7 0 % o f a c o m pr e s s or ’ s l i f e c yc l e c o s t (LCC).generating compressed air can account for more than 40 % of a plant’s electricity bill. Most production environments have a fluctuating air demand depending on the time of day, week, even m o n th s p e r y e a r. W i t h A t l a s C o p co ’ s V S D t e c h n o l og y m i r ro r i ng compressed air requirements, fluctuating demand no longer equals high energy cost.

Direct energy savings of 15 to 35 %

•

•

Unload losses are reduce to a minimum.  No blow-off of compressed air to the atmosphere.

•

Load/on load transition losses are eliminated.

•

The precise pressure control of the VSD compressor  allows for a tighter pressure band and a lower average w or ki n g

p re s s ur e,

r es ul t in g

in

r e du ce d

consumption.

34 TOLANI INSTITUTE OF MANAGEMENT STUDIES

e n er g y

Indirect savings:

The lowered system pressure obtained by the VSD compressor   provides additional yearly savings:

•

Other base-load compressors consume less energy.

•

L e a k l o s s es - a l wa y s p r e s en t i n c o m pr e s s ed a i r s y s te m s - ar e significantly reduced: e.g. leakage at 90 psig is 13 % less than at 100 psig.

•

M o s t c o m pr e s s e d a ir a pp li ca t i on s c on s u me l es s a ir a t a reduce pressure.

Additional VSD benefits

•

T he s t a bl e s ys t e m p re s s u r e p ro v i de s s t a bi li ty f or a ll  processes using compressed air.

•

Current peak during start-up are eliminated

•

V SD c om pr es s o r s c an b e s ta rt ed a n d s to p p ed w it ho u t limitation.

•

s t a rt i n g t h e c o m pr e s s or s n o l o n g er l e a ds t o c u r r en t p e a k    penalties

•

Often, smaller transformers, breakers, fuses and cables can be used, saving on the electrical installation costs.

35 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Life cycle of a standard air compressor:

36 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Life cycle of a VSD compressor:

37 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Traditional compressors working with full load, no load control operate between two set pressure points. When maximum pressure is reached the compressors goes off load. During periods of  medium to low air demand, the no load power consumption can be excessive –wasting large amounts of energy.

38 TOLANI INSTITUTE OF MANAGEMENT STUDIES

There is no unnecessary power generated, the VSD can reduce energy costs by 35 % or more. Lifecycle cost (LCC) of the compressor can be reduce by an average of 22 %. In general, the extra cost of a VSD compressor compared to a fixed speed one can be earned back after just one to two years.

39 TOLANI INSTITUTE OF MANAGEMENT STUDIES

P r o d u ct o f f e r i n gs :

Compressor

Operating

Capacity FAD

Installed

type

pressure work 

min-max

motor power

place BAR(e)

Cfm

Kw

Noise level

Db(A)

50Hz version GX 2 GX 3 GX 4 GX 5

10 10 10 10

8.5 11.2 16.6 21.2

2.2 3.0 4.0 5.5

61 61 62 65

Technical specifications GA 7-11-18-22-30 VSD

Compressor

Operating

Capacity FAD

Installed

type

pressure work 

min-max

motor power

place BAR(e)

Cfm

kw

Noise level

Db(A)

50/60Hz version GA 7 VSD

GA 11 VSD

GA 18 VSD

4 7.5 10 13 4 7.5 10 13 4 7 10 13

15-43 15-43 15-36 13-29 15-62 15-60 13-53 13-44 42-119 40-114 38-100 34-81

7.5 7.5 7.5 7.5 11 11 11 11 18 18 18 18

40 TOLANI INSTITUTE OF MANAGEMENT STUDIES

64/66 64/66 64/66 64/66 67/69 67/69 67/69 67/69 67/67 67/67 67/67 67/67

4 7 10 13 4 7 10 13

GA 22 VSD

GA 30 VSD

Compressor

Max.

type

pressure

42-138 40-135 38-117 34-100 42-161 40-159 38-146 34-129

working Capacity FAD (cfm)

workplace

22 22 22 22 30 30 30 30

68/68 68/68 68/68 68/68 70/70 70/70 70/70 70/70

Installed

Noise level

motor power

(db)

(kw)

(bar) GX-7

7.5

41.5

7.5

70

GX-11

10 13 7.5

33.3 25.9 56.4

7.5 7.5 11

70 70 73

10 13 7.5 10 13 7.5 10 13 7.5 10 13 7.5 10 13 7.5 10 13 7.5 10 13 7.5 10 13

48.9 40.3 71 55.1 43.2 91.1 76.9 63.8 95.1 80.1 67 111.2 92.2 78.8 116.1 96 82.87 127.6 109.5 95.3 133.5 114.8 100.2

11 11 11 11 11 15 15 15 15 15 15 18.5 18.5 18.5 18.5 18.5 18.5 22 22 22 22 22 22

73 73 63 63 63 72 72 72 64 64 64 73 73 73 66 66 66 74 74 74 67 67 67

GA 11+

GA 15

GA 15+

GA 18

GA 18+

GA 22

GA 22+

41 TOLANI INSTITUTE OF MANAGEMENT STUDIES

GA 30

7.5 10 13

162.5 150.4 130.3

30 30 30

69 69 69

C o m p et i t o r s : Ingersoll rand:

I n g e r so l l R a n d

is a $17 billion global diversified industrial

c o m p a n y f o u n d e d i n 1 8 7 1 . i t s h e a d qu a t er i s

l o c a te d a t h a m il t o n

  b e r m u d a . H e r b e r t L . H e n k e l , i s th e

C EO o f t h e co mp an y a n d

S i m o n I n g e r s o l l, i s t h e F o u nd e r

t h e c o m pa n y .T h e I n g e rs o l l

of

R a n d n a m e c a m e i n t o u s e i n 1 9 0 5 t h ro u gh t h e c o mb i na t io n o f   I n g er s o ll - S ar ge a n t

D ri ll

C om pa ny

a nd

R an d

D ri ll

C om pa n y .

Ingersoll Rand is part of the S&P 500, one of the 13 companies in that index that is incorporated outside the U.S. I n ge r so l l R a nd i s a g l ob a l p r ov i de r o f p r od u ct s , s e rv i ce s , a n d i n te g ra t ed s o lu t io n s t o i n du s tr i es a s d i ve r se a s t r a n s p o r t a t i o n , 42 TOLANI INSTITUTE OF MANAGEMENT STUDIES

m a n u f a c t u r i n g, c o n s t r u c t i o n, a n d a g r i c u l t u r e. E x a mp l e s i n c lu d e r e f r i g e r a t i o n,   b i o m e t r i c s e c u ri t y s y s te m s , m e d iu m t o l a r ge - s c al e air

c o mp r es s or s,

a nd

c om pa ct

v eh ic le s

f or

c on st ru ct io n

a nd

movement of people and goods.

Ingersoll Rand is giving very tough competition to the Atlas Copco. It has the second number in the rating of sales of the c o mp r es s or s i n K u tc h r e gi o n. T h e m ai n a d va n ta g e o f I n ge r so l l Rand is they have very good at after sales service.

Elgi:

ELGI's products are used in a wide range of applications in areas ranging from mining, defence, transport, pharmaceuticals, power, oil, railways, chemicals, textiles, printing to ship building, paper, e l e c tr o n i cs , t e l ec o m mu n i c at i o n s , m e d i c a l , f o o d & b e v e ra g e s a n d  plastics. In fact, starting from the paint on your wall to the car you drive, from the medicines you take to the leather bag you carry, ELGI's p r o d uc t s h a v e b e e n u s e d e i t h e r i n t h e ir p r o d uc t i o n, m a i nt e n a nc e or usage.

E lg i h a s t he t h i rd l ar g e st m ar k e t i n K ut ch r e g io n i t i s o n l y because of people believe it on their old brand and because of low 43 TOLANI INSTITUTE OF MANAGEMENT STUDIES

c o s t o f t h ei r a i r co m p r e s s o r s

and easily avaibility of spare parts

with comparison to Atlas Copco and Ingersoll Rand.

L i m i ta t i o n s o f s t u d y

•

This exploratory research is done focusing on buying behavior and brand preference of companies in kutch region only.

•

Due to limitation of time and cost constrains a Sample Size of only 152 companies visited

•

Data analysis and interpretation may not be that strong due to small sample and random sampling method.

44 TOLANI INSTITUTE OF MANAGEMENT STUDIES

A N N E XU R E

V i s i te d i n d u s t r i es : 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Praj Industries Timbmet Door Solution (p) Ltd Schmetz India Private Ltd Inox India Baccarose HUL( Hindustan unilever Limited) Tulip Exim Pvt Ltd Rusan Pharma Vifor India Ltd Ipca Laboratories Mission Pharma Lizer  45 TOLANI INSTITUTE OF MANAGEMENT STUDIES

13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32.

33. 34. 35.

36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48.

49. 50. 51. 52. 53. 54.

S2M Global Pvt. Ltd Agni Motors Exel Apparels Exports Ltd. Shanky Petroleum Marvel Fragrances Company Lucky Star Private International Sanghvi Polyfil Pvt Ltd Meso Pvt. Ltd Consolidated Cobalte Chemical Pvt. Ltd Kutch Polymer  J.V.R Forgings Limited Sundaram Multi Pap Ltd Vazir Polymers Ltd Swastika C. J .Plastics Pvt. Ltd Vertex Hardware Jyoti Industries Sharda Metal Industries Saffire Clothing Pvt Ltd G V textile Gokul Friends Salt and Allied Industries F.O.C.T Indo Nippo Chemicals United Storage & Tank Terminal Ltd. Iffco CRL Shreeji Timbers Oswal Timbers Associate Lumbers (p) Ltd Vijay Saw Mills Ishmit Saw Mills Jain Timber Company S.S.Timbers Patel Woods Products Ltd. Riya Enterprise Jindal Wood Products Sitaram Co. Pvt Ltd RKL Lumbers Bindal Timber Industries Raj Kripal Timber  Gurg Lumbers Pvt Ltd 46 TOLANI INSTITUTE OF MANAGEMENT STUDIES

55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 79. 80. 81. 82. 83. 84. 85. 86. 87. 88. 89. 90. 91. 92. 93. 94.

R.B Patel International Timber  Shiv Prashan Interprise Ambica Timber Yard Vasani Timber Mart Gandhidham Saw Mills Mandip Timbers Chaudhary Timber Traders Krishna Timbers Swastik Timbers   Navin Timber  Bhavan Agra Timber  S.N. Timber  Mahesh Timber  Bhagwati Lumbers Pvt Ltd Ambica Timber  Singal Timber  Navkar Enterprise Sarswati Timber  Bansal Timbers Patidar Veneer Pvt Ltd Kamal Pots Ltd Indrajmal Motimal Sons Pvt Ltd Mittal Timbers Vijay Timber  P.G Associate Khanderwal Lumbers Singla Timber  Bhawani Timber  Khurani Timber  Sumilon Indusries Ltd PSL Ltd Rushake Ply Amul Boards / Landmark  Kandla Packaging Pvt Ltd Plastone India Softel Ltd Kush Synthetics Ankur Salt Western seabrine

95.

Suzlon 47 TOLANI INSTITUTE OF MANAGEMENT STUDIES

96. 97. 98. 99. 100. 101. 102. 103. 104. 105. 106. 107.

108. 109. 110. 111. 112. 113. 114. 115. 116. 117. 118. 119. 120. 121. 122. 123. 124. 125. 126. 127. 128. 129. 130. 131.

132. 133.

134. 135. 136. 137.

Indobrime Mieco Wood Pvt Ltd Gallantt Metal Limited Aroma Meena Industries Gail (India) Ltd Electro Therm Ruchi Soya Industries Sunshine Oleochem Pvt Ltd Bharat Foods Co-Operative Ltd Mid India Power And Steel Limited GPT Euro Power  Subhnaine Veneers Anushakti Chemicals Euro Ceramic Trisuns Chemicals Industries Mono Steel(India) Ltd Santosh Starch Products Hansh Ispact Ltd Navkar Ispat Ltd MRK Pipes Limited Trnds Manufacture Pvt Ltd Global Hi Tech Industries Kenwin Kentex Altret Performance Guj. Pvt Ltd Ekopak  Suzlon Anchor Daewoo Anchor Electrical Klaush Waren Fixtures Pvt. Ltd Orind Parle Ltd Aqua gel Chemical Pvt Ltd Kutch Chemical Cargill Indian Steel JMD Lois Dreyfus Commodities Rama Cylinder  Rennaince Sky Appliance 48

TOLANI INSTITUTE OF MANAGEMENT STUDIES

138. 139. 140. 141. 142. 143. 144. 145. 146. 147. 148.

Gran Electronics Ratnamani Genus Electrotech Limited Natural Petr ochemicals Banyan & Berry Alloys Gayatri Veneers Kesri Oil Pvt Ltd Ramco Industries Limited Man Indusries Adani Wilmar Limited Adani Power 

149.

Rama Cylinder  Woco mothersons

150.

49 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Tolani Institute of Management Studies – Adipur

Dt: ……………....

1) Do you use compressors? o

o

Yes  No

2 ) W h i ch t y p e s of a i r c o mp r e s so r a r e u se d ? o

Screw type

o

Reciprocating type

3 ) W h e n y o u b u y co m p r es s o r s w hi c h b r a n d c om e s f i r st i n y o u r   mind? o

Atlas Copco

o

Ingersoll Rand 50

TOLANI INSTITUTE OF MANAGEMENT STUDIES

o

Elgi

o

C.P(Chicago pneumatic)

o

Others

Please specify________________________ 

4 ) W h i c h a r e th e i m p o r ta n t p a r a m e t e r s t o b u y t h e c o m p r e s s o r s ? Brand:

o

o

o

 

price: : after sales service:

1_____

2_____ 3_____ 4_____ 5_____ 

1_____ 1_____

2_____ 3_____ 4_____ 5_____  2_____ 3_____ 4_____ 5_____ 

  power consumption:

1_____

2_____ 3_____ 4_____ 5_____ 

maintenance:

1_____

2_____ 3_____ 4_____ 5_____ 

  pressure req of plant:

1_____

2_____ 3_____ 4_____ 5_____ 

o

hours of operations:

1_____

2_____ 3_____ 4_____ 5_____ 

o

applications:

o

o

o

1_____

2_____ 3_____ 4_____ 5_____ 

5-Most important

1-Least important

5 ) W h a t d o yo u t h i n k ab o u t a f t e r s a l e s s e r v i c e o f A t l a s C o p c o ?

Category

Poor

Not very good

Average

Installations & commissioning Technical support Dealer service Annual maintenance Service kit

51 TOLANI INSTITUTE OF MANAGEMENT STUDIES

Good

Excellent